EIQESSENTIALS 1 Solving Big Problems, Inspiring Bold Ideas

EnsembleIQ is a premier business intelligence resource that believes in Solving Big Problems and Inspiring Bold Ideas. Our brands work in harmony to inform, connect, and provide predictive analysis for retailers, consumer goods manufacturers, technology vendors, marketing agencies and service providers.

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2 EIQESSENTIALSMagazines Events Digital Media Solutions Research Custom Content WOMEN, WISDOM CONTENTS 4 2018 Top 10 Women in Retail Tech By Chain Store Age AND THE WORKPLACE 9 2018 Women in Tech Awards By Consumer Goods Technology 16 2018 Top Women in Convenience By Convenience Store News Despite all of the industry conversation about the 21 2017 Women Who incredible pace of disruption and transformation, one Mean Business critical element has yet to change: Women are still By Hardware + Building lagging behind when it comes to leadership roles in Supply Dealer retail, CPG and professional services companies. 23 2018 Top Women in Grocery As EnsembleIQ continues to integrate the 20-plus By Progressive Grocer brands it has acquired, we are focused on developing a 26 2017 Women Changing culture that values and promotes diversity, innovation, the Retail World collaboration and more. Understanding that research shows organizations to By Retail Leader perform better when women are better represented in top leadership roles, 35 2018 Top Women we have recently reorganized and are proud that 50 percent of our leadership in Retail Tech team is now female. Indeed, the voice of women helps shape everything we do. By RIS News But for women, advancing a career and breaking through glass ceilings isn’t 40 The Path to Purchase easy, making it critical for them to support and empower each other. To this Institute’s 2017 Women end, I was recently asked to join a lunch meeting to talk about how EnsembleIQ of Excellence and one of our clients could partner to help support fellow women in retail. By Shopper Marketing During this conversation, our client asked each of us if we have a “personal 47 2017 Top Women board of directors” — mentors, cheerleaders, networkers and personal in Store Brands “Yodas” that serve as a sounding board to help guide us. Needless to say, this By Store Brands conversation quickly evolved into a back-and-forth trading of tales about the women (and men) who have helped support and challenge us. While I had never considered the concept of a “personal board of advisors” ESSENTIALS PART 2: before, I quickly realized that I absolutely have a group of people I depend on Insights & Inspiration from in this way. But the concept made it more concrete: It underscored the power the Top Women Shaping Retail of this “professional sisterhood” of those who understand me, my values, my CONTENT MANAGER strengths and weaknesses, my curiosities and my life goals. Randy Hofbauer As our conversation progressed, we wondered if there is a way to expand CREATIVE DIRECTOR and evolve this concept — like through a series of interlinked networks: the Colette Magliaro women (and men) who have inspired us, those who have inspired them, and so on. What if these professionals could connect with each other in ways big and EnsembleIQ Corporate Officers small? To support each other and provide unbiased advice from the sidelines? EXECUTIVE CHAIRMAN Alan Glass The power of this idea has caught fire within our organization, and we are committed to nurturing the flame. CEO As our inaugural effort, I am proud to share the second issue of EnsembleIQ David Shanker Essentials, a curated collection of some of the best work from across CFO/COO EnsembleIQ’s brand portfolio. This time, however, the power of the insight Rich Rivera isn’t ours — it belongs to these women who have inspired us throughout the CHIEF BRAND OFFICER year. Together, these leaders represent all functions and levels of retail, and Korry Stagnito while they don’t make up all of the women recognized in EnsembleIQ’s current CHIEF DIGITAL OFFICER programs honoring female thought leaders, they still come together as one Joel Hughes incredibly inspirational voice. CHIEF HUMAN Our next effort is to connect these women, and those who have inspired RESOURCES OFFICER and mentored them along the way, via social networking. We hope to create Jennifer Turner a supersized version of a “board of advisors” for each of you so that, together, we can drive organizational change, lead gender-inclusion initiatives and serve PRESIDENT, THE PATH as catalysts for personal and professional growth. TO PURCHASE INSTITUTE Terese Herbig SENIOR VICE PRESIDENT, INNOVATION Tanner Van Dusen Tanner Van Dusen PRESIDENT, CANADA Senior Vice President, Innovation Jennifer Litterick EnsembleIQ

EIQESSENTIALS 3 2018 TOP 10 WOMEN IN RETAIL TECH

BY DEENA M. AMATO-MCCOY (JAN/FEB 2018)

Chain Store Age’s fourth annual Top 10 Women in Retail Beebe said. “Like surgery that streamlines blood flow, IT Technology celebrates a distinguished group of female ex- engineers take apart and replace system interfaces to re- ecutives who, as a group, exemplify the passion, innovation connect the flow of data. There is a likeness.” and inspiration needed to succeed in today’s fast-changing She put this theory to the test during a three-year tenure retail environment. in the manufacturing sector, an experience that prepared The achievements of the individuals profiled below Beebe for her retail IT debut when she joined Victoria’s Se- are all the more remarkable given the significant barriers cret as a programmer analyst. She spent the next few years at that still exist for women in the overall tech industry — Limited Brands holding various positions across the entire from a shortage of female role models and mentors to family of brands, including serving as chief technology of- a still-persistent gender bias and diversity gap. (Women ficer for Bath and Body Works. make up less than 25% of the STEM workforce in the In 2009, Beebe was named senior VP of application United States.) development and delivery for Chico’s FAS. She led en- In retail, however, the tide appears to be turning as terprise-wide technology solution direction and trans- more women take on leadership roles. CSA’s Top 10 hon- formation programs, and also oversaw all integration as- orees are helping to change the face of technology even pects of an acquired company, Boston Proper, including as they position their companies for success. the relocation of its warehouse operations. In late 2015, Beebe joined Vineyard Vines, where she manages all facets of the organization’s technology and KAREN BEEBE drives the unified commerce vision to deliver the apparel CIO and Senior VP retailer’s signature “every day should feel this good” cus- of Technology tomer experience. Vineyard Vines Some have questioned Beebe’s decision to transition from multibillion-dollar companies to a growing, but rela- One of Vineyard Vines’ mantras is tively small, privately held firm. “if you do what you love, you’ll be successful.” The same “Someone even asked if I thought I was going ‘back- holds true for Karen Beebe. wards’ in my career, but I don’t look at it that way at all,” Beebe, CIO and senior VP of technology at the special- Beebe said. “It is about having an opportunity to make an ty apparel retailer famous for its smiling pink whale logo, impact at a larger scale.” was always a fan of math and science. She envisioned a Beebe is part of the team guiding the retailer’s expansion. career in the medical field, specifically forensics. But while Two brothers founded the company in 1998 as a catalog op- studying at Miami University of Ohio, Beebe switched eration. Since then, it has grown into a multichannel retailer gears to pursue a degree in systems analysis. with more than 90 freestanding stores, an e-commerce op- The transition quickly revealed a distinct correlation be- eration and a seasonal catalog. It also distributes product to tween IT and forensics. more than 600 specialty and department stores worldwide. “IT is the practice of understanding what is happen- Beebe and her team at Vineyard Vines have been rec- ing within a system and how the infrastructure is glued ognized for their accomplishments. While she said she feels together — similar to the study of the human body,” honored with these accolades, Beebe is even more inspired

4 EIQESSENTIALS by the success of her teammates. In fact, she considers these “It’s important to be exploratory and take risks even her biggest accomplishments. if it means deviating from your original career path,” “When associates I’ve mentored become successful, that she said. “To be a successful leader in retail technology, is when I feel most accomplished,” Beebe said. it’s essential to always watch and react to how the cus- “When I get a call or LinkedIn message thanking me tomer is shopping in the moment, and think about all for advice I’d offered over the years — and knowing that the technology and multifaceted experiences available to it made a difference — that is what actually makes me consumers today.” feel successful.” Mentors have always played a strong role in Beebe’s career — so much so that she still connects with three of IVY CHIN hers, including one that dates back to 1991. Divisional Senior VP of Digital It was these relationships, she said, that spurred her PetSmart desire to constantly learn. “If you ever get to a point where you feel you’re not Always fascinated by the “push-pull re- learning, you’re in the wrong place and it’s time to move lationship” between technology and business, Ivy Chin le- on,” Beebe said. “Things change daily, and I continue to verages the concept daily in her role at PetSmart. learn every day. And your mentors are there to help you The company’s mission is to “deliver a best-in-class, along your journey.” convenient customer experience across all 1,600 stores and online.” To ensure that this happens, Chin, PetSmart’s divi- sional senior VP of digital, said she is dedicated to “finding MARY CAMPBELL solutions that truly provide value to the business — not just Chief Interactive Experience the latest trend or ‘shiny object.’” Officer “We focus on understanding the actual issues we’re try- QVC ing to solve, what the potential consumer implications/de- mands could be, and how to measure the incremental im- QVC has evolved from a TV shopping channel to a multi- pact,” she added. platform retail giant that leverages e-commerce, mobile Chin, who joined the company in fall 2016, is respon- and social platforms — and Mary Campbell has had a sible for PetSmart’s omnichannel strategy and ensuring its front-row seat through it all. integration within the retailer’s overall business mission. The Campbell’s journey at QVC dates back to 1991, digital initiatives introduced in 2017 range from a mobile when she joined the company as an associate buyer in app that keeps PetSmart’s 55,000 employees informed to a merchandising. Throughout the years, she went on to new e-commerce site and expanded delivery options. leadership roles across business, planning and com- Being a pet parent herself, Chin knows PetSmart’s cus- merce platforms — and each move helped her gain a tomers also want solutions that make it easier — and more deeper perspective of the company’s ever-changing affordable — to care for their pet’s total health and wellness. business operations. One effort addressing this goal is the retailer’s recent launch Campbell is credited for playing a vital role in en- of its online-only pharmacy for pet medications. riching the customer experience across QVC and for “We strive to be the trusted partner to pet parents, and providing deeper engagement across all of its screens our online PetSmart Pharmacy is a natural extension as we and platforms. Her expertise is reflected in her newest look to provide the right products and services along with role, chief interactive experience officer, which she took convenient options to meet pet parents’ needs,” Chin said. on in October. Campbell is responsible for driving QVC As if her daily responsibilities don’t keep her busy Group’s ongoing transformation and expanding market- enough, Chin also serves on the boards for Shop.org and the ing programs to reach new segments of consumers. In Women in Retail Leadership Circle, and is a member of the looking to keep such initiatives relevant, she continues National Retail Federation Digital Council. to take cues from how customers consume content and Before joining PetSmart, Chin spent seven years at interact with the QVC brand. Belk. She started her tenure as senior VP of e-commerce, “As new platforms and technologies emerged over the and later was named senior VP of e-commerce and om- years, we’ve transformed how we operate to evolve our nichannel digital. business to be everywhere our customer wants us to be,” Prior to Belk, Chin spent 14 years at QVC in a variety of she said. “As part of this, we’ve looked closely at how the tech-related roles. She was named VP of QVC.com in 2007. customer is choosing to engage with us on digital plat- While in this role, she led the QVC.com development team, forms in different contexts.” which delivered the technology solutions that helped the According to the 26-year QVC veteran, career devel- company achieve $1 billion in online sales a year ahead of opment is a marathon, “not a sprint.” schedule, Chin said.

EIQESSENTIALS 5 2018 TOP 10 WOMEN IN RETAIL TECH

While her expertise is clearly digitally driven, Chin be- “This is an opportunity to do more,” Garvey said. lieves her retail technology success stems from expand- “The IT seat is a unique position to hold as we execute ing her career path beyond the IT organization. the overall company vision, and this can change at any “Gaining experience and knowledge in a variety of ar- time. While retail is always about improving the custom- eas of the business is what can help make someone more er experience, there is no one playbook on how to make successful,” Chin said. “A successful leader in technology this happen. It is unique for every company, and it is not practices customer-centric thinking, has financial acu- uncommon to have multiple plates spinning at the same men, appreciates business challenges and understands time to achieve our goal.” business opportunities first and then utilizes technology Garvey is no stranger to multitasking, or going out to maximize the opportunity. I encourage female associ- on a limb. Among the projects she is most proud of are ates to push themselves from a conservative career path those that were built from scratch — even be- and to explore a broadened one.” fore they were industry trends. While these were innovative projects at the time, they are among Garvey’s big- MICHELLE GARVEY gest accomplishments because they re- CIO and Deputy Chief volve around “applying and executing Transformation Officer new tools and capabilities in radical J. Crew Group ways to save money, drive customer satisfaction and, overall, fix the busi- According to McKinsey & Company, effective CIOs and ness,” she said. “The big question is not chief transformation officers are role models who just whether this is a better path, but inspire employees as well as encourage and embed will this path be transformational?” change. These executives are also tasked with striking a balance between short-term improvement and long- term value. Such a definition makes Michelle Garvey, GINA HITZ CIO and deputy chief transformation officer for J. Crew VP and CIO Group, a particularly good fit for her job. QuikTrip Corp. Garvey started her career as an IT consultant for fi- nancial systems in 1981, but within three years she made As QuikTrip Corp. ex- the transition to retail IT. In 1997, after working in vari- pands its footprint, all its new stores need ous roles at several regional chains, she was named CIO to leverage corporate business systems, of Brooks Brothers. In 2004, she became the global CIO of process digital promotions through its Warnaco Group’s Calvin Klein Jeanswear Europe division. mobile app, and accept payment cards Throughout her eight-year tenure at Warnaco, she — including e-gift cards. This tall -or transitioned into other CIO positions, including over- der rests in the hands of Gina Hitz, the seeing IT for the company’s Canadian operations and company’s VP and CIO. swimwear division. A 23-year veteran with the Tulsa, In 2012, Garvey became senior VP and CIO of Ann Okla.-based retailer, Hitz has learned Inc. (Ann Taylor). When Ascena Retail Group acquired many aspects of the business — and held the company in 2015, Garvey reached “an inflection a variety of positions throughout her point,” and was ready to make a move. She joined J. Crew tenure. She started her QuikTrip career in March 2016. She was ready for a new challenge. in 1994 on the construction side of the “There are jobs out there where everything is going house. After joining as a development great, everyone is waving goodbye to the outgoing CIO, engineer, she was soon promoted to store and expect the new executive to hold the ship steady design supervisor. and keep everything the way it is. I never interviewed Hitz went to positions of increasing re- for those jobs,” she said. “I want to work for companies sponsibility in the company, including direc- willing to make a directional change, and I want to be the tor of design and engineering. In 2014, she was change agent that offers a fresh vision. I like to look at a named VP of IT and CIO. In addition to lead- landscape, leave my mark and make things better. Fixing ing IT strategies, Hitz is responsible for ensur- problems is interesting and important to me.” ing the chain’s technology programs meet or Garvey’s philosophy is playing out as J. Crew strives exceed the business’s needs and preparing the to reinvigorate its namesake brand — which has been company for new opportunities. struggling with sluggish sales — while continuing to so- Her drive and dedication to technology, lidify longer-term strategies. as well as knowledge of design and engineer-

6 EIQESSENTIALS ing, are a boon for QuikTrip as it expands its footprint. make David’s Bridal their go-to wedding resource. The retailer recently announced plans to open 100 stores Norpel, who joined the bridal retailer in January 2016 in the San Antonio and Austin areas, with the first loca- as its VP of digital commerce, is leveraging her strong tions due to open in summer 2018. knowledge of interactive marketing and e-commerce to help the chain connect with the modern bride. Upon joining, she helped launch a multichannel ANN E. JOYCE marketing campaign focused on the individuality of the Executive VP and CIO modern bride. Chico’s FAS Combining television, print and digital offerings, Da- vid’s Bridal created 30-second TV spots promoting wed- Chico’s FAS continues to find ways to ding gowns sold at the retailer. improve the customer experience in an evolving digital The campaign also weighed heavily on social media environment — and Ann Joyce is leading the charge. — specifically Pinterest, where brides were encouraged Joyce has 30 years of IT experience supporting the to answer survey questions. The result was a personal- apparel industry, including retail, wholesale, licensing, ized inspiration board composed of 22 curated pins manufacturing and even in international environments. based on the bride’s responses. Currently, she is putting her expertise to work as the ex- Norpel has found other ways to merge social media ecutive VP and CIO at Chico’s FAS. into the David’s Bridal engagement strategy. Keeping its The specialty apparel retailer is one of many compa- eye on the millennial bride, for example, Norpel spear- nies impacted by a horrific hurricane season in the third headed the launch of a new video experience. By inte- quarter of 2017. Besides forcing the company to reduce grating e-commerce and professionally produced, user- operating hours, and temporarily close more than 300 generated video content from Love Stories TV — a web- stores, the hurricanes also caused a decline in direct-to- based video platform — David’s Bridal now features a customer sales. hub where brides can view real wedding videos featuring Despite the third quarter hit, Chico’s is not pulling brides and bridesmaids wearing David’s Bridal merchan- back on its technology goals, which include better ad- dise and get ideas and inspiration for their own wedding. dressing customer needs, transforming business op- Before joining David’s Bridal, Norpel spent three years erations and pursuing operating efficiencies, CEO and honing her digital marketing expertise at Lands’ End, where president Shelley Broader said in a statement. she was the VP of digital marketing and e-commerce. Other technological improvements in the works (At press time, Norpel was no longer with David’s Bridal.) across Chico’s brands include broadening omnichannel engagement and creating alternative sales channels to fuel growth. These include the recent launch of a new CHRISTINE PUTUR digital storefront featuring styles available at Chico’s CIO Outlet locations, and a real-time digital gift card pro- REI gram, powered by CashStar Consumer. “At Chico’s FAS, we consistently look for ways to im- Leading technology initiatives comes prove the customer experience in this evolving digital naturally to Christine Putur. environment and make it as seamless as possible,” Joyce A retail veteran with more than 25 years of experi- said in a statement at the time. ence, Putur has led IT strategies for one of the industry’s Prior to joining Chico’s FAS in 2015, Joyce spent biggest luxury brands and, prior to that, one of its largest more than 12 years as CIO for Aeropostale. Before that, big-box brands. Her new assignment — CIO for outdoor she was VP of IT for Polo Ralph Lauren. apparel and gear retailer REI — puts her up front with During that seven-year tenure, she directed the two of her passions. implementation of many new application capabilities, “Joining the co-op [REI] presents an incredible op- along with a comprehensive methodology for tracking portunity to have a positive impact on two things I care and monitoring the return on technology investments. about: the outdoors and personal wellness,” Putur said in a statement. “I am particularly excited about advancing the use of technology to enable the next generation of SAM NORPEL outdoor experience.” VP of Digital Commerce Putur joined REI in November after spending four years David’s Bridal at Coach Inc., where she played a pivotal role in ramping up the luxury retailer’s digital efforts. Before Coach, Putur Sam Norpel is using her digital mar- served 13 years at Staples, where she held numerous IT keting expertise to give brides-to-be new reasons to roles before taking on the global CIO role in 2011. Prior to

EIQESSENTIALS 7 Staples, she was with Compaq Computer Corp. At REI, Putur leads a team responsible for the re- PAM SWEENEY tailer’s technology strategy, implementation and op- Senior VP of Logistics Systems erations. In addition, she is on the board of the global Macy’s technology research and advisory firm, Information Services Group. Pam Sweeney believes in RFID tech- Putur’s interest in technology can be traced back to nology. So much so that in addition to championing the her college years. She holds a bachelor’s degree in admin- adoption of the technology across Macy’s diverse port- istrative science and math from Colby College, as well folio, she has also emerged as one of the industry’s top as a master’s degree in management information systems RFID evangelists. from Boston University. The Macy’s veteran has referred to RFID as a trans- formational and foundational element that drives om- nichannel retailing. She should know — having had a JANET SCHALK front-row seat to the technology’s evolution. Executive VP and CIO The need to keep Macy’s supply chain efficient is Hudson’s Bay Co. what prompted Sweeney’s initial leap into RFID tech- nology. What started as a deployment of passive RFID Hudson’s Bay Co. has put omnichannel tags as a means of tracking inventory has evolved into technology at the center of its far-reaching corporate growth an integrated way of how the department store does and efficiency initiative — and tasked an accomplished retail business. In fall 2016, Macy’s set a goal of expanding tech veteran with driving its success. its use of RFID to track every item across its stores and Janet Schalk joined the Canadian department store gi- fulfillment centers. ant, whose holdings include Saks Fifth Avenue and Lord & Taylor, as executive VP and CIO in August 2015, with an “RFID is about sales growth and impressive resume. Prior to HBC, she served as executive VP and CIO for Kohl’s, where, among other things, she improving customer experience. incorporated digital wallet functionality and a loyalty re- We’re moving forward with additional wards program into a mobile application, overhauled the categories and penetration into chain’s website, and implemented new software to process existing categories. The greater the inventory and pricing. Previous to Kohl’s, Schalk spent penetration of RFID throughout the four years as executive VP and head of global IT for Target supply chain, the greater the benefits Corp., which she joined in 2004. Announcing her hiring, HBC’s then-CEO Jerry Storch we see. I encourage more retailers described Schalk as “a proven leader,” one well-versed in to get on board.” creating “strategic information technology functions that — PAM SWEENEY, MACY’S drives customer engagement across all channels.” The com- pany wasted no time leveraging her skills. Upon joining, she was tasked with driving the company’s goal of “advancing IT To date, Macy’s results have been impressive. The systems,” a move that required the integration of common use of RFID technology has increased the retailer’s rate systems, support, business architecture and analytics. of on-shelf display compliance and overall inventory Within a month of coming aboard however, expectations accuracy, while also boosting customer satisfaction and intensified and the retailer announced an all-encompassing enhancing omnichannel fulfillment based on in-store, corporate growth and efficiency initiative focused on deliv- single-unit accuracy, according to a recent report re- ering an enhanced omnichannel customer experience and leased by the Platt Retail Institute, developed in coop- accelerated financial performance. Schalk and Dion Rooney, eration with the Northwest Retail Analytics Council. executive VP of HBC digital, were tasked with overseeing It is these results, and Sweeney’s relentless passion, this effort, as well as enhancing existing technology and ac- that is driving Macy’s commitment to RFID. celerating the consolidation of all corporate IT to one com- “RFID is about sales growth and improving cus- mon platform across all banners. tomer experience,” Sweeney said in a statement. “We’re Schalk began her IT journey upon graduating from moving forward with additional categories and pen- Northwestern University with a bachelor’s degree in etration into existing categories. The greater the pen- mathematics and economics in 1980. In 1982, she earned etration of RFID throughout the supply chain, the her MBA in finance from the University of Chicago greater the benefits we see. I encourage more retailers Booth School of Business. to get on board.” CSA

8 EIQESSENTIALS BY CONSUMER GOODS TECHNOLOGY STAFF (AUG 2018)

In this industry, it’s often noted that the primary consumer target is of the female demo- graphic. However, according to data compiled by Evia, women account for less than 20% of U.S. tech jobs, even though they make up more than half of the U.S. workforce (not to men- tion the population). But the times they are changing, and with many companies actively taking steps to attract more female employees, it’s no coincidence that some of the most powerful women in consumer goods can be found in technology roles. Eight award-worthy professionals were honored last June at the inaugural Women in Tech Awards, a program co-sponsored by CGT and HCL Technologies to recognize females who are playing vital roles in the development and implementation of technology within the industry. The awards were given in three categories: Industry Leadership, Rising Star, and Excellence in IT Transformation. We hereby recognize our eight official Women in Tech finalists.

1. RISING STAR CGT: WHEN DID YOU DECIDE THAT YOU WANTED Awarded to a woman in a technology-focused role TO PURSUE A CAREER IN IT? WHAT FACTORS LED TO (aged 35 or younger, manager-level or higher) who YOUR DECISION? has made a significant impact on her company’s suc- STUART: I think anyone who is engaged in e-commerce cess through the innovative adoption or deployment needs to have expertise in IT. I actually started my career at of technology. a management consulting subsidiary of a large IT company. I chose the role because I believed in the founder’s mission WINNER: RISING STAR and met great people while I was interviewing. In college, I Sally Stuart had influential internships and I was excited about the glob- Senior Manager of E-commerce al delivery model at Infosys Consulting. Since Infosys, the Strategy, Newell Brands majority of my roles have not been within IT groups, but I have found it invaluable to know how to partner with my IT Stuart leads the e-commerce strategy counterparts and understand all the requirements needed team at Newell, where she’s responsible for driving in- for business transformation projects. novation and building the capabilities that will allow the company to achieve its global growth plans. Sally began CGT: HAS THERE BEEN ANYONE IN YOUR CAREER her career as a management consultant at Infosys, where WHO HAS SERVED AS A ROLE MODEL AND/OR she was promoted twice and received the firm’s highest MENTOR? performance recognition. She left Infosys to pursue her STUART: My father has played a pivotal role in my career. MBA, and after business school joined Credit Suisse, He started his own consulting company and taught me the where she led target operating model development for value of hard work at a young age. I used to create presen- comprehensive capital analysis and review. Stuart joined tations out of poster board to convince him of my recom- Newell in May 2016. mendations — usually a sleepaway camp or family vacation.

EIQESSENTIALS 9 Throughout my career, as I’ve changed roles and indus- design, game development, etc.), the more I find it awesome tries, it’s been helpful to have someone always questioning and fascinating and scary all at once. And I want more: more and testing what my true goals are and if the role is a of that knowledge, more of the cool stuff that I can pull off good fit based on my skill set. simply because I know how “smart” devices work — espe- cially in this upcoming age of the Internet of Things. CGT: WHAT WOULD YOU SAY IS YOUR PROUDEST ACCOMPLISHMENT SO FAR? CGT: HAS THERE BEEN ANYONE IN YOUR CA- STUART: When I was at Infosys, I was selected as one of 15 REER WHO HAS SERVED AS A ROLE MODEL AND/ young leaders to participate in the company’s board of direc- OR MENTOR? tors meeting in Bangalore, and then to present to 300 senior SINGH: Yes, I had the opportunity to work under my man- leaders at the annual planning meeting in Mysore, India. I ager, Jane Liley. She was instrumental in helping me develop was the only U.S. citizen and only consulting representative. leadership skills and she helped me grow and explore project It was an incredible experience to see how the larger company management. She expanded her knowledge and skills. I al- made decisions and experience the heartbeat of the company ways go to her to get valuable advice. at HQ in India. I came back from the trip with a greater ap- preciation for Infosys and value for the global delivery model. CGT: WHAT WOULD YOU SAY IS YOUR PROUDEST ACCOMPLISHMENT SO FAR? CGT: LOOKING BACK AT YOUR CAREER EXPERIENCE SINGH: Setting up a new team (with 30-plus resources) in SO FAR, WHAT ADVICE WOULD YOU GIVE TO YOUR an India-based global innovation center and successfully HIGH SCHOOL SELF? completing the transition from various locations within STUART: Don’t have it all planned out; you’ll learn the most tight timelines. when you least expect it. For my senior year of high school, I studied abroad in Zaragoza, Spain. While this was not the CGT: LOOKING BACK AT YOUR CAREER EXPERIENCE typical path, I have always been someone who seeks out SO FAR, WHAT ADVICE WOULD YOU GIVE TO YOUR unique experiences. Immersing myself in the Spanish cul- HIGH SCHOOL SELF? ture was definitely a challenge, but I learned an incredible SINGH: I would advise kids to never wait until college to amount and gained a greater appreciation for cross-cultural do anything. High school, and even middle school, is just collaboration. While I have not directly used Spanish in my as appropriate a venue for exploration, be it geographically, career, the lessons I learned abroad about adaptability and or with substances, or internally. Try new things, but don’t communicating with a diverse set of individuals have been be afraid to admit they aren’t for you, even if everyone else invaluable in my career. loves them. Keep looking and you’ll find things you can do that people will respect you for — more than if you just kept CGT: WHAT ARE YOUR FUTURE GOALS? trying to do the popular thing. STUART: I’d like to own part of a business. I also want to continue to be a mentor and see my support make an impact CGT: WHAT ARE YOUR FUTURE GOALS? on my mentee’s career and journey. SINGH: I envision myself as a top-performing employee in a well-established organization. I plan on enhancing my FINALIST: RISING STAR skills and continuing my involvement in related professional VINITA SINGH associations. My long-term goals involve growing with a Senior QA Manager, company where I can continue to learn, take on additional Ascena Retail responsibilities, and contribute as much value as I can.

CGT: WHEN DID YOU DECIDE THAT YOU WANTED TO 2. EXCELLENCE IN IT PURSUE A CAREER IN IT? WHAT FACTORS LED TO YOUR TRANSFORMATION DECISION? Awarded to a woman in a technology-focused role SINGH: If you’re asking why people want to pursue a career who successfully led the adoption of a new technology in IT, it’s because IT is the future. I’ve always had an interest into her organization during the previous 18 months. in the IT field from a young age. My dad encouraged me to learn about computers. So even when I was 8 or 9 years old, WINNER: EXCELLENCE I was experimenting and learning, and I ended up loving it. IN IT TRANSFORMATION I chose to major in IT in college and now, as a QA, I enjoy NEELU SETHI being in the field. It makes me realize how full of opportuni- Senior Vice President & Chief ties I am today. The more I know and understand about IT Information Officer, Reddy Ice and the different fields that it both encompasses and ties into (database management, ethical hacking, computer-aided Neelu joined Reddy Ice as CIO in December 2016 to help take

10 EIQESSENTIALS the entire organization to the next level. Among the many is- in myself has helped them take a step forward — especially sues she immediately faced was a new ERP system that had when they thought “I won’t achieve” they ultimately reached “gone south” due to poor implementation. She solved that to achieve it. Such moments are the proudest of all on my problem in her first four months, then spent the rest of her journey to pay it forward. first year on the job transforming four major areas: IT service delivery management, data management, field mobility and CGT: LOOKING BACK AT YOUR CAREER EXPERIENCE the retirement of antiquated legacy systems. SO FAR, WHAT ADVICE WOULD YOU GIVE TO YOUR HIGH SCHOOL SELF? CGT: WHEN DID YOU DECIDE THAT YOU WANTED SETHI: Raise your hand, take risks, and don’t fear failure — TO PURSUE A CAREER IN IT? WHAT FACTORS LED TO it’s one of the biggest impediments to success. And remem- YOUR DECISION? ber, we all make mistakes and what you do after a mistake is SETHI: My parents led me on a technology path when a critical determinant in a career. Don’t get knocked down, STEM was not even in the limelight. Fast-forward, I earned bounce back! a master’s degree in computer applications from the Indian Institute of Technology and a master’s in mathematics from CGT: WHAT ARE YOUR FUTURE GOALS? Delhi University in India. I then made a move as a software SETHI: My first-and-foremost future goal is to continue to engineer to the corporate world. I did not settle to be an indi- grow and become a better person than who I am today. I vidual contributor and continued climbing up the corporate have a list of personal goals, friends and family goals, mar- ladder through management roles to eventually become a riage goals, parenting goals, career goals, ministry goals and chief technology executive. This path enabled me to hum- financial goals, but I cannot achieve any of them if I do not bly earn several recognitions, including “Top 15 Business become a better person. Eventually, I want to reach my full Women” in Dallas; “Top 25 Women-In-Technology” from potential and become everything God created me to be. the Dallas Business Journal and the American Business That’s an ultimate future goal I want to achieve. Award’s “Digital Transformer of the Year.” FINALIST: EXCELLENCE CGT: HAS THERE BEEN ANYONE IN YOUR CAREER IN IT TRANSFORMATION WHO HAS SERVED AS A ROLE MODEL AND/OR DEDE GUTIERREZ MENTOR? Senior Trade Analyst, SETHI: My mom and dad have always been my role models. Ventura Foods My dad, who is now a retired mathematics professor, always spoke to me while I was growing up about “keeping my eyes According to her nominator, Gutierrez “exemplifies the on my own paper.” Perhaps he was simply trying to teach a possibilities that arise when a passionate, driven man- little schoolgirl not to cheat on an exam, but hidden within ager and a powerful technology come together to inno- that phrase I learned a deeper message about what really vate within an organization.” As the central resource for matters. He was trying to teach me that it doesn’t make a all trade marketing, post-event analytics and customer difference what the person next to you writes down for an planning, Gutierrez was instrumental in the selection, in- answer. This is your race to run. It’s your assignment to com- tegration and adoption of a trade promotion optimization plete. It’s your answer to create. How your paper compares solution. Her efforts and leadership to support sales in this with someone else’s is not the point. The point is to fill the strategic initiative helped her division meet or exceed its paper with your own work — which pretty much became key trade metrics two years in a row. the guiding North Star of my life. And then during my professional career, almost in every CGT: WHEN DID YOU DECIDE THAT YOU WANTED role, there always has been someone I’ve admired or reached TO PURSUE A CAREER IN IT? WHAT FACTORS LED TO out to and have asked for mentorship. My mentors continue YOUR DECISION? to be a key part of my journey, always shaping my DNA. I re- GUTIERREZ: I have always had an inquisitive nature. I was member the time when I got pretty frustrated by office poli- given the task by the organization to evaluate various best- tics and my mentor at the time said, “Don’t look at obstacles in-class tools to help with trade analytics. While my current as a problem, but find a way to turn those bricks that are position (or career path) hasn’t been in IT, I feel there is great thrown your way into a foundation for your new success.” overlap in helping me with the challenge I was presented. I had the opportunity to deep-dive into trade promotion CGT: WHAT WOULD YOU SAY IS YOUR PROUDEST AC- management, post-promotional analytics and business in- COMPLISHMENT SO FAR? telligence and integrate all three into tangible insights for SETHI: My proudest accomplishment is making a difference the organization. I now can identify quick wins and make in someone’s life, every time someone has shared with me recommendations to improve revenue, sales and/or profits how my stories of struggles, failures, courage, and believing via these tools.

EIQESSENTIALS 11 In my opinion, every penny saved aided us in better fi- cer Awareness Task Force and also is involved in additional nancial controls. That meant learning and integrating all the mentoring efforts as a YMCA Rising Star. Napolione re- cross-functional tools available to us. This helps drive trans- cently helped the company join with media platform Nature parency and allows me to continue to learn. Research to launch two awards for women in science.

CGT: HAS THERE BEEN ANYONE IN YOUR CAREER WHO CGT: WHEN DID YOU DECIDE THAT YOU WANTED TO HAS SERVED AS A ROLE MODEL AND/OR MENTOR? PURSUE A CAREER IN TECHNOLOGY? WHAT FACTORS GUTIERREZ: I am fortunate to have had two in my career LED TO YOUR DECISION? thus far. They both were previous managers who saw a lot of NAPOLIONE: I decided to pursue a career in science and potential in me. Both had senior roles within Ventura Foods technology during my studies at Clarkson University. As a and always took the time to take the extra few minutes to college student, I conducted a study around skin research, teach me how to be a better person, employee and manager. and I held various internships. My first internship was at They continued to challenge me to strive to be better than I the U.S. Environmental Protection Agency, my second was was the day before. at the New York State Department of Health (where I stud- ied ground water contamination), and my third was at the CGT: WHAT WOULD YOU SAY IS YOUR PROUDEST bench in Research & Development, where I studied trans- ACCOMPLISHMENT SO FAR? dermal drug delivery and penetration through skin. GUTIERREZ: My proudest accomplishment so far is being Through my various internships, I learned a lot about nominated and recognized for this “Excellence in IT Trans- myself — my strengths and my interests, which is why I be- formation” recognition, which I received for successfully lieve internships are so important. Throughout my career, leading the adoption and implementation of our trade post- I’ve been directly involved with internship programs at the promotion analytics tool. various companies that I’ve worked for, including my cur- rent employer. From my early internship experiences, I CGT: LOOKING BACK AT YOUR CAREER EXPERIENCE discovered that I loved R&D and that I was fascinated with SO FAR, WHAT ADVICE WOULD YOU GIVE TO YOUR skin. I have been in R&D ever since, working on skin-re- HIGH SCHOOL SELF? lated matters. I have worked across all sub-functions, in- GUTIERREZ: Be the best you can be, and don’t take school cluding formulation, biotechnology, process development, for granted! regulatory science and packaging development, in locations all around the world, and I’ve been involved in developing CGT: WHAT ARE YOUR FUTURE GOALS? amazing new technologies in some of the most cutting-edge GUTIERREZ: I hope to advance to the next level in my ca- areas of science. I’m truly passionate about leading global reer within the year, collaborate with our field sales team R&D at Estée Lauder, where we constantly look for the latest and management, report negative ROIs, and make strategic in scientific breakthroughs to bring transformative innova- proposals for areas of improvement. tion to the prestige beauty industry.

INDUSTRY LEADERSHIP CGT: HAS THERE BEEN ANYONE IN YOUR CAREER WHO Awarded to a senior-level consumer goods executive HAS SERVED AS A ROLE MODEL AND/OR MENTOR? who not only serves as a role model through her ca- NAPOLIONE: I recognize and appreciate the critical role reer accomplishments, but also works to influence the my mentors have played, and continue to play, in helping advancement of other women in technology-focused me achieve success throughout my career. When I was in areas of the industry. high school, my guidance counselor tried to steer me away from majoring in engineering and science. However, I was WINNER: INDUSTRY not dissuaded, as I was fortunate to have had an amazing LEADERSHIP chemistry teacher, one of the very first female engineers in LISA NAPOLIONE the U.S., who mentored me through high school, college and Senior Vice President beyond. I feel so fortunate to have been taught and mentored of Global R&D, by her. Her personal attention, as well as her dedication to The Estée Lauder Companies encouraging and nurturing my interests, positively im- pacted me so much, and I will be forever grateful. Her men- In addition to serving as a mentor herself, Napolione acts torship has inspired me to give back by mentoring others. as a “matchmaker” for anyone in the company looking to Among the many things she has taught me over the years is get or give career guidance. She also frequently visits college the idea that we all benefit from mentorship at all stages of campuses and presents about careers in STEM. Napolione our careers and lives. I have had the most amazing mentors, and her team also support high school outreach programs, with whom I continue to meet with and learn from today. and she’s an executive sponsor for Estée Lauder’s Breast Can- I would not be the R&D leader I am today without them.

12 EIQESSENTIALS I look forward to all my connections and discussions with the most premium products that transform the way wom- them and continue to gain valuable perspective from these en and men feel about themselves. This mission resonates extraordinary role models. strongly with me, and I love my job and my team. Impor- tantly, our products are enabled by some of the most break- CGT: WHAT IS YOUR PROUDEST ACCOMPLISHMENT through and exciting science I’ve ever seen in my career, so SO FAR? my future will include continuing to support and promote NAPOLIONE: Professionally, my proudest career accom- the industry-leading science and scientists of the R&D orga- plishment is the work that I have done throughout my time nization at The Estée Lauder Companies. at Estée Lauder. During my tenure, I have empowered my I also have the honor of being the executive sponsor of R&D teams to innovate how we do our work, bringing a our Breast Cancer Campaign for Estée Lauder’s technical stronger focus to our science and moving true innovation community, supporting the Breast Cancer Research Foun- forward. What I did for the team was open the door of dation (BCRF) — which was founded by Evelyn Lauder 25 possibilities; now, so many of our R&D team members are years ago. BCRF has made great strides in treatment and stepping up, raising their hands to volunteer, bringing their finding a cure for breast cancer, and its mission to create a fresh ideas forward and putting them into action. It has been breast-cancer free world will undoubtedly have an incred- exhilarating to be part of such a dynamic effort where every- ible impact. Being a part of this amazing effort enables me, one across all sub-functions, levels and locations has a voice and so many of us, to make a true difference. and can make a lasting impact. From a personal standpoint, I am very proud of my fam- FINALIST: INDUSTRY ily. My husband recently defended his thesis in public his- LEADERSHIP tory and is creating digital archives for our hometown his- BETSEY NOHE torical museum. Our son is a fantastic creative interaction Vice President of Supply Chain designer, and our daughter discovered her passion for tex- Morton Salt tiles while studying materials science and engineering. She’s now bringing her adventurous spirit to her graduate work in Nohe serves on the executive advisory board for the Sup- textile engineering. ply and Value Chain Center at Loyola University’s Quinlan School of Business. She’s a member of AWESOME (Achiev- CGT: LOOKING BACK AT YOUR CAREER EXPERIENCE ing Women’s Excellence in Supply Chain Operations, Man- SO FAR, WHAT ADVICE WOULD YOU GIVE TO YOUR agement & Education), an initiative that launched in 2012. HIGH SCHOOL SELF? She also acts as a mentor for Women Unlimited’s LEAD NAPOLIONE: I would give myself some of the same advice (Learn, Engage, Achieve and Deliver) program. I’ve been so fortunate to have received from my mentors. Even now, I share these with my teams and those I mentor: CGT: WHEN DID YOU DECIDE THAT YOU WANTED l Always do what is right, in every situation and in TO PURSUE A CAREER IN IT? WHAT FACTORS LED TO every decision. YOUR DECISION? l Doing what you love makes everything easier — not NOHE: I have always loved math and science. After gradu- easy, but easier. And, when you are doing what you ating with a BS in chemical engineering, I contemplated love, do it well. continuing on for my PhD. I decided I would get some l It is worth investing the time to find the right men- practical work experience first and started my career in tor — and being a great mentor to others. When manufacturing management. In the late 1990s, I jumped you mentor someone, you get as much out of the at the opportunity to be the business lead for the imple- experience as they do, and you both learn and grow. mentation of our first ERP system tied to Y2K. I realized l Be open and listen to all the advice that comes your that I had a penchant for understanding how to translate way, and then implement what works for you. business needs to process and technology improvements. I also found that I was a strong change agent. CGT: WHAT ARE YOUR FUTURE GOALS? Over the next several years, I took on roles in supply NAPOLIONE: My goal has always been to bring excel- chain and in product management. And then our company lence to all my work and the teams I lead. I have the op- decided to go onto SAP. I quickly volunteered to be on that portunity to do this every day by leading global R&D for project, and led the order-to-cash team. I stayed in the IT or- the worldwide leader in prestige beauty. This is the great- ganization for a few years and then returned to the business, est achievement of my career. first as director of distribution and then as vice president of Beauty is all we do, and I feel completely at home at Estée supply chain planning and customer fulfillment. Lauder. Our company was founded by a strong, entrepre- What I love about supply chain is the integration of busi- neurial woman (Ms. Estée Lauder) who believed that “Every ness and technology to deliver value to both the customer woman can be beautiful …” To honor her legacy, we create and the company. It is an exciting field that gets even more

EIQESSENTIALS 13 so with the next-generation supply chain innovations that vice: Learn how to play the game of business. Key to this is are possible as a result of the digital revolution. For example, understanding the rules and norms within your organiza- we recently implemented a hybrid solution for transporta- tion and playing within those rules. Business is a team sport. tion management. For one piece of our business, it made the And the team you’re on is even more important than the most sense for us to use the provider’s transportation man- team you lead. Don’t be hesitant to ask for help from your agement system in a SaaS model, and for the two other parts teammates. You don’t need to be perfect, but you need to of the business to outsource our logistics execution to the keep practicing so you and the team will get better every day. same provider in a managed-services model. Sometimes you lose, but don’t take it too hard. Use that loss as an opportunity from which to learn. Tomorrow is another CGT: HAS THERE BEEN ANYONE IN YOUR CAREER WHO day and another opportunity for success. HAS SERVED AS A ROLE MODEL AND/OR MENTOR? NOHE: I have had the good fortune of having several peo- CGT: WHAT ARE YOUR FUTURE GOALS? ple serve as role models, mentors and, most importantly, NOHE: I am looking forward to so many things. We recently sponsors. Early in my career, I worked for a plant manager went through a reorganization, and I’m excited to now have who taught me many things but two that still resonate with two roles within my company. I am the VP of supply chain me today: “Be a student of yourself” and “Manage by the for the Americas, where I’m looking forward to harnessing compass and not by the clock.” When I was ready to make the amazing talent we have at every level in North and South the transition from director to VP, I had a wonderful men- America to add even more value to the K+S Group. I’ve also tor/sponsor who was also the CIO of the company. What been given an exciting opportunity to create and lead the I learned from him is that strategic thinking/planning is a global supply chain excellence function, where we’ll build skill to be honed through study and practice. I got the op- what I believe will be an efficient, effective model to harmo- portunity to become a divisional VP directly as a result of his nize our processes globally and deliver increasingly higher sponsorship with the CEO. levels of service for our broad, diverse customer base in both I would also list the CEO of Morton Salt, Christian Her- the salt and potash businesses. rmann (who is also my boss), as a particularly important I’m also working on my dissertation on performance role model and sponsor. What I have learned from Chris- metrics, which I hope to complete in 2019. In addition to tian over the last few years is to dream big and to be fearless my current job, I plan to be an adjunct professor in supply in taking on large challenges. What I most appreciate is that chain once I earn my PhD. I am passionate about advancing he also supports me when I want to take on significant trans- women in supply chain and plan to continue supporting sev- formational changes. eral initiatives in that arena. My husband and I love to hike, so there are several exciting treks (including Patagonia) in our CGT: WHAT WOULD YOU SAY IS YOUR PROUDEST AC- future. We have three amazing adult daughters, and I recently COMPLISHMENT SO FAR? became a grandmother to an amazing little girl. I look for- NOHE: I was hired six years ago by Mark Roberts, the ward to being part of the continued love, growth and devel- chief operating officer of our parent company (K+S AG) opment of all these wonderful women. And once I finish my to transform the supply chain at Morton Salt. I saw this as dissertation, I plan to get back to learning to play the ukulele! a terrific opportunity to develop the strategic roadmap for supply chain, to build a highly performing team, and to FINALIST: INDUSTRY implement that strategy to deliver lasting results. While the LEADERSHIP team and I have made many transformational changes, I am KRISHNA GUHA-ROY most proud of the development of our S&OP process and Director of Commercial our move to integrated business planning. What makes our Execution, North America IBP process so special is its sponsorship by our CEO and Diageo North America CFO, the level of collaboration across all functions, and the sound decision-making that our directors make during the Guha-Roy has actively supported and participated in events reconciliation/pre-S&OP step in the IBP cycle. While we and initiatives around diversity & Inclusion, the Safety of are still on our IBP journey, I knew we had made significant Women in the workplace, and other causes. On multiple oc- progress when our CEO commented that the executive IBP casions, she has successfully advocated for women who have meeting is his favorite meeting of the month. taken sabbaticals in their careers and ensured that they are on-boarded fairly. In a previous position, Krishna served on CGT: LOOKING BACK AT YOUR CAREER EXPERIENCE the PepsiCo Region Female Talent Council and supported SO FAR, WHAT ADVICE WOULD YOU GIVE TO YOUR leadership’s focus on driving the agenda for diversity and HIGH SCHOOL SELF? inclusion. She takes every available opportunity to educate NOHE: I played several varsity sports in high school, so I managers on recognizing the abilities and aptitude of their would use a sports analogy to give my earlier self some ad- female colleagues.

14 EIQESSENTIALS CGT: WHEN DID YOU DECIDE THAT YOU WANTED CGT: WHEN DID YOU DECIDE THAT YOU WANTED TO PURSUE A CAREER IN IT? WHAT FACTORS LED TO TO PURSUE A CAREER IN IT? WHAT FACTORS LED TO YOUR DECISION? YOUR DECISION? GUHA-ROY:I decided to pursue a career in IT during my SALAZAR: I was 13 years old when I had the opportunity to college years. I always found the world of business analysis tour a local computer training center. I found it fascinating and coding fascinating, [but] my failure to secure admission that I could program a machine to do whatever I wanted, so to a medical college made the decision easier. I signed up for the classes. One year later, I became one of the class instructors. I simply fell in love with it. From there, CGT: HAS THERE BEEN ANYONE IN YOUR CAREER WHO I completed my bachelor’s degree in computer science and HAS SERVED AS A ROLE MODEL AND/OR MENTOR? was lucky enough to get an internship with a global tier 1 au- GUHA-ROY:Of all the remarkable leaders who have inspired tomotive company. I spent 17 years with them before mov- me in my career, I would like to call out Professor Francis ing on to my next big opportunity. Frei from Harvard Business School as an inspiration for her sheer brilliance and authentic leadership style. CGT: HAS THERE BEEN ANYONE IN YOUR CAREER WHO HAS SERVED AS A ROLE MODEL AND/OR MENTOR? CGT: WHAT WOULD YOU SAY IS YOUR PROUDEST AC- SALAZAR: Yes, quite a few. My parents were the first ones. COMPLISHMENT SO FAR? From them, I learned that things don’t come easy but if GUHA-ROY:I am still on a journey for my proudest accom- you are persistent and work hard, you will get there. I plishment, but I am really proud of the entire journey so far. then had a few bosses who not only were mentors but also sponsors of my career. They shared their knowledge with CGT: LOOKING BACK AT YOUR CAREER EXPERIENCE me, challenged me with great opportunities, and made me SO FAR, WHAT ADVICE WOULD YOU GIVE TO YOUR a better leader every day. HIGH SCHOOL SELF? GUHA-ROY: Invest in learning “Bow to sell and package.” A CGT: WHAT WOULD YOU SAY IS YOUR PROUDEST AC- well-thought elevator pitch and branding is equally or more COMPLISHMENT SO FAR? important than creating a brilliant solution. Second, keep SALAZAR: I’ve had several accomplishments of which I the customer experience at the core of your solution, design am proud in IT, from successful ERP implementations, to simple and create a clutter-free user experience. Success sto- building highly effective teams, to enabling complicated ries like Google, AirBnb, Amazon and many others are the product launches in automotive, to just recently launching shining examples of business transformation. our digital IOT platform. But the one that made me most proud was the recognition I received with the Automotive CGT: WHAT ARE YOUR FUTURE GOALS? Hall of Fame Leadership Award. I was working in manu- GUHA-ROY: I am a strong believer in striving for brilliance facturing at the time, and I was proud not only of striving in the present. A focus on the current will create an unimagi- in an area that was out of my comfort zone, but also that nable future. I was able to contribute to the automotive industry which is, to date, a passion of mine. FINALIST: INDUSTRY LEADERSHIP CGT: LOOKING BACK AT YOUR CAREER EXPERIENCE REGINA SALAZAR SO FAR, WHAT ADVICE WOULD YOU GIVE TO YOUR Chief Information Officer, HIGH SCHOOL SELF? Global Product Organization, SALAZAR: Keep making the most of every opportunity Whirlpool Corp. (navigate to different areas of the business as much as pos- sible), don’t ever be scared of being uncomfortable, keep Salazar founded the Global Information Systems pillar learning and, most importantly, build a strong network of of Whirlpool’s Women’s Network, which strives to make people everywhere you go. They will be a tremendous value the company one of the best places for women to work. to you as you advance in your career. Under her direction, the group has offered an array of resources to help women transition into leadership roles, CGT: WHAT ARE YOUR FUTURE GOALS? created stories to inspire advocacy and action, and fos- SALAZAR:Personally, it’s to be the mother that my son tered mentoring and sponsoring relationships. In addition, needs me to be and the partner my husband needs me to Salazar is associated with the Michigan Council of Women be. Professionally, in the short term I would love to have in Technology, which provides opportunities for external the opportunity to further expand my role as a leader, networking, and also mentors both women and men in transform one more organization and make a bigger im- Whirlpool and outside the company on technology and pact in people’s lives. Long-term, I would love to open leadership topics. my own business. CGT

EIQESSENTIALS 15 BY CONVENIENCE STORE NEWS STAFF (AUG 2018)

LINE AARNES “It’s a business with quick decisions, and always ex- Vice President, Global tremely high speed and full of passion,” she said, explain- Marketing, ing that this is one of her favorite parts of the industry, as Alimentation Couche-Tard well as the impact the stores have on people’s daily lives Inc./Circle K to help them save time and make the shopping experi- ence more enjoyable. Earlier this year, Line Aarnes started a new chapter in “I also like the fact that everyone has a relationship her career at Alimentation Couche-Tard, which operates with their local store, either as a child buying candy and approximately 15,000 stores, as vice president of global ice cream, or as a grown-up where the c-store is where marketing. She relocated from Europe to Charlotte, you meet your local neighborhood and some of your N.C., for the newly created role, which was a promotion daily needs,” she continued. from her previous post as senior vice president of sales and marketing. A New Role “This will give me the opportunity to learn more Her new title with the company marks the first time someone about our business in North America, and hopefully has been recruited globally to focus on merchandising and bring some of my competence from Europe to my col- marketing. The ambition is to build a strong and competent leagues here,” she told Convenience Store News. organization to support the business units in succeeding in Graduating with a Master of Business and Admin- the local markets, she explained. istration from the Norwegian School of Economics in “My role will develop based on what the strategic Norway, Aarnes started her career as a consultant and priorities are for the company,” Aarnes said. “The ambi- analyst supporting projects in the consumer products in- tion is to accelerate growth and competence within mer- dustry, even spending eight years working in the grocery chandise and marketing across our business in the U.S., business. She also held the role of senior brand manager Canada and Europe.” at Kraft Foods, responsible for areas of its chocolate busi- The first project she is responsible for is Couche- ness in Norway and Scandinavia. Tard’s first-ever Global Customer Segmentation Project, Her first foray into the convenience store industry as the chain is looking to become a more customer-cen- came when she accepted the role of director of foodser- tric organization. As part of this, the goal is to build a vice at Statoil Fuel and Retail, working across all Euro- better understanding of what occasions, motivations and pean markets. Before Couche-Tard acquired Statoil in drivers are influencing current customers and potential- June 2012, she held the titles of vice president of cat- ly new customers. egory convenience, and senior vice president of sales “Equally important is how we will use the compe- and marketing. tence to target and develop smarter and better solutions Despite some initial doubt about entering the c-store for our customers. This is a long-term investment that business, Aarnes said she has never regretted her deci- will influence all functions in our company and how we sion because of all the opportunities it has provided her, work,” she noted. as well as the people she gets to work with each day. Right now, the most exciting part of her new posi-

16 EIQESSENTIALS tion is all the things she is learning about the company “I saw the opportunities in the company where I had and customers in North Carolina. It’s almost like starting gained skill sets that could help,” she said of her decision a new job in a new company, she said. The move from to return full-time. Oslo, Norway to Charlotte also has been an adventure. Her current role includes overseeing the company’s “It’s very exciting on a more personal level for my marketing and advertising, community relations, chari- spouse and myself. It’s the first time we are living in table donations, operations, and the development of real the United States, and need to learn the differences and estate. Her favorite part of the job is the team of people she how to solve new, practical challenges,” Aarnes shared. works with and the customers she interacts with each day. Looking back on her career in the industry so far, she “The industry is definitely evolving, and it’s exciting is most proud of Couche-Tard’s large rebranding from to be a part of it. There are no two days that are ever the Statoil to Circle K in Europe over the past three years. The same,” she said. retailer’s Irish Business Unit is the last one to be rebrand- ed, which is happening now. The rebranding has been a Her Current Passions “tremendous project,” involving many departments across While Aufleger is proud of the new website and social the organization, including sales and marketing. media presence she created for the company, she is “The collaboration and common goals we set and most passionate about OnCue’s charitable giving and have delivered with very strong results in brand aware- community involvement. The retailer works with St. ness and financial results is something I am very proud Jude’s Children’s Hospital and donations continue to to be a part of,” she said. grow every year. This past year, the company raised Her advice to other women in the industry is to say $355,000. “yes” to all opportunities where they can develop and “We do a big campaign every October for St. Ju- grow — even if the new tasks seem bigger than what de’s, and we are also working locally in the community they have experienced in the past. right now because there have been funding issues for “Think about long-term ambitions in your ca- education, so we have a Support Oklahoma Schools reer, not only the next short-term move,” she advised. collector’s cup being sold with 50 cents of each sale “Many interesting opportunities come from the ones going to the local school system,” she shared. you don’t expect.” Additionally, the chain recently started an Em- ployee Advisory Committee, which Aufleger is lead- LAURA AUFLEGER ing. The goal is to give a voice to people within the Vice President, Corporate company and gain more perspective from all roles in Communications the company, no matter what level. People within ev- OnCue Marketing ery district were nominated, and 10 people come to- gether to go over feedback and the issues employees Laura Aufleger remembers “Take Your Daughter to are dealing with at that time. Work Day” when she was younger, where she would go “It’s still in its infancy. We have been named a top to work with her father at the family’s convenience store place to work in Oklahoma, but through surveying chain. By age 15, she started working in the stores her- our employees, there are still some things we realized self — running the register, cleaning the bathrooms and could be improved,” she said. “We knew we needed taking out the trash. She also worked at the headquarters another way to listen to our employees’ opinions and during the summer months to experience the corporate understand what is important to them.” side of the business. For example, in the first meeting, they discovered Today, she is the vice president of corporate com- people wanted to be appreciated, so the group created munications for OnCue Marketing and her father is still an employee appreciation program. the CEO. She did take a break from the industry to gain As far as women in the c-store industry, Aufleger experience in advertising and real estate after graduating does see more women represented today than in the from the University of Oklahoma, but then returned to past, and is proud that at OnCue, 57 percent of the em- the family business after the birth of her first child. ployees are female — and they are represented through- “I interned at an advertising agency in Oklahoma, out all levels, from store associates to executives. got married and moved to Dallas, where I worked at “I think women can bring such a valuable insight and another advertising agency and became involved with different perspective to the industry that can be refresh- commercial real estate,” Aufleger told Convenience Store ing and innovative,” she said. “We have a big focus on our News, explaining that she started back with OnCue on a female customers and wanting our stores to be a place project basis, creating the company’s website and social where they can go and feel safe. People don’t traditionally media presence. She then became involved with site se- think of c-stores as a fun business to be in, but the closer lection and commercial real estate. you get to it, it’s pretty exciting.”

EIQESSENTIALS 17 DAWN GILLIS During her 10-plus-year career at 7-Eleven, Gillis Senior Director, Acquisition has prided herself on finding technological and opera- Integration – Tech Services tional efficiencies and capitalizing on them. In doing so, 7-Eleven Inc. she has helped the company grow its business and realize significant cost-savings. Before joining 7-Eleven in 2004, Dawn Gillis worked in She earned the company’s “Big 3 Award for Business various industries as a technology consultant, including Transformation” for her role in the development and finance, travel and insurance. implementation of a major store operations and logistics Originally hired as a contractor to support 7-Eleven’s transformation initiative. The prestigious award was pre- store systems, the retailer then hired her full-time as the sented to three people who worked on one of the com- director of store systems before promoting her to director pany’s big three initiatives. of business transformation. Gillis’ advice to other women in the industry is to In 2010, Gillis became senior director of infrastruc- be authentic and understand who they are “Being true ture and operations, and her most recent role — senior to yourself increases your effectiveness in whatever you director of acquisition integration, technology services — choose to do. This helps build your vision, identify your started in 2017, when the chain purchased assets from the goals, improve your communication, and define how Sunoco brand, including 1,030 stores. This was the largest you will play a part in it all,” she said. acquisition in company history. Gillis was accountable for the technology and processes MISSY MATTHEWS to onboard the more than 16,000 employees and the store President locations in an overnight transaction — and the project Childers Oil Co./Double Kwik consisted of five different brands and technology systems. Today, she has another “big” task — assimilating the The convenience store and restaurant more than 1,000 stores into the 7-Eleven system following industries have been part of Missy Matthews’ life since she the acquisition. She is proud of the groundbreaking work was 12 years old and her parents put her to work bussing she and her team are doing for the Sunoco acquisition. tables at their family-owned restaurants. Gillis spent three months with the Sunoco technology She worked as a c-store cashier every summer during department to learn how its system could be reconfigured high school and college and, after graduating from George- and incorporated into the 7-Eleven platform. It was a chal- town College in Kentucky with a degree in marketing and lenge, but facing challenges is her favorite part of the job. science, she joined the family business, Childers Oil Co., as “It’s an incredible balance between customer service, director of operations. Today she is president of the chain, store operations, merchandising, technology, vendor which operates 43 Double Kwik stores. management, strategy and planning,” she explained. “I “I’m second generation,” she told Convenience Store have partnered with my peers from different functional News, explaining that the company is 52 years old, and each groups, and we all work together to solve the issues that summer she would work in a different part of the organiza- come up daily. Onboarding a system this large into an tion, including roles as store manager, overseeing construc- even larger 7-Eleven system and then integrating all the tion, and accounts receivables. operational processes is just the kind of challenge I love “I have worked in every position for the company, and it to collaborate on. The conversations are robust, fun and was interesting for me to see the different perspectives,” she innovative.” said. “I never received special treatment, and made the same She also enjoys 7-Eleven’s customers and gets a first- wages given to each position.” hand opportunity to interact with them because once Since her father’s office was the smallest one in the build- every three years, 7-Eleven employees in leadership roles ing by his choice, he asked her to build a new, larger one so must spend three to five weeks working in a store. This that she could work beside him and learn the business —lis- ensures the executives have a real-life understanding of tening to his phone calls and conversations on a daily basis. what it takes to operate a store, manage product assort- They still share the same 14-foot by 14-foot office, al- ment, and how their decisions can affect a store’s sales though he works part-time. and customers. “I now have the head of each department reporting to “Our business is all about service to the community,” me, but have been involved at the operations level for so Gillis said. “You can’t help but smile when a mom with a long that I tend to enjoy being involved there,” Matthews van full of kids stops by after soccer practice to get Slur- said. “Merchandising and marketing come natural to me, so pees, or meet a person who comes in every day at the if we are resetting a store or designing a new store, that is the same time and is happy to get the product they want and sandbox I enjoy being in.” just say hello. It’s fulfilling and enriching, and it makes She also deals with any issues that come up out of the me happy,” she said. norm, while her team handles the day-to-day challenges.

18 EIQESSENTIALS And with ongoing construction for the past 25 years, Mat- such as barn wood and granite dining tables. Since thews also oversees each construction project. the wood was in high demand and expensive, the re- tailer bought a barn and tore it down for the wood. Reflection & Advice “We turned our metal fabrication shop into a While her favorite part of the job is the team of peo- woodworking shop and did it all ourselves,” she said. ple she works with, she also loves the customers and “People walk in and say they would love to have all of the overall c-store industry because there is never a it in their homes.” dull moment, and it allows her to express Childers Oil belongs to the Kentucky Petroleum creativity each day. Marketers Association and NACS, the Association for “The group of people I work with Convenience & Fuel Retailing. Matthews regularly every day are amazing, and the sky participates in industry leadership events. is the limit to what we can do within Since her early days in the business, she has seen our stores,” Matthews said. “I love the it evolve from where she was the only woman in the freedom to do different things for our room at meetings, to now having more females at the customers, and offer different op- table. She has a lot of women on her team, and advises tions and menu selection. I her peers to always remember why they are involved also love seeing how the in the industry. customers respond to “It’s obvious why we are here — we can do the job that. It’s fun and never and we are qualified, if not over-qualified,” she said. b or i n g .” “I try to let my actions speak, and treat others how I Looking back on would like to be treated.” her career thus far, Mat- thews is most proud of MAURA SCOTT the three acquisitions Vice President, Sales, the retailer made in Northeast 2002, adding more than Altria Group Distribution Co. 50 stores to the chain. While some of the stores She may be vice president of sales for the Northeast re- have since been divested or gion at Altria Group Distribution Co. today, but Maura closed, the overall process in- Scott did not start off in sales or in the convenience cluded reopening more than 40 store industry. stores that had been shuttered It all started with a law degree from the University for at least six months due to of Michigan Law. After graduating, she practiced law for bankruptcy. eight years at a firm in Seattle, before moving to Rich- “They were standing there mond, Va. and joining Altria as an attorney. In that role, fully stocked with no electric- she worked closely to support the sales organization, ity or water. We went in with a learning more about that side of the business. In 2015, planned-out, methodical schedule she took the opportunity to lead a portion of the sales and cleaned, staffed, stocked and organization. opened every one of those stores,” “I went from managing a group of seven to a group she shared. “It was exhausting of 500 at the time,” she told Convenience Store News. “It’s leaving the house before daylight not uncommon for people to move around in Altria and and coming home after dark, but it broaden their business experiences, but it is unusual go- was gratifying to get them open for that ing from law to the business side.” region that had all of those stores close. It Scott now leads a team of 400 employees in 14 states, was such an inconvenience to those cus- plus the District of Columbia. She and her team man- tomers and to the vendors affected by the age relationships with approximately 65,000 retailers closings as well.” and 400 direct distributors for Altria’s tobacco operating Childers Oil has also been on a con- companies, including Philip Morris USA, U.S. Smokeless struction spree recently, building four new Tobacco Co., John Middleton and Nu Mark. stores from the ground up, along with two Her favorite aspect of the job is building a team and raze-and-rebuilds. Two more new stores culture that “raises or lifts people up to perform to their are on the lineup as well. The interiors of best potential,” she said. these stores are “cutting-edge,” Matthews “The biggest challenges of my role, and what I think said, offering unexpected elements is most exciting, is building a team across 14 states and

EIQESSENTIALS 19 helping the organization move as one in order to accomplish what our custom- ers and operating companies need from us,” she explained. “Coming from law, I brought a very different perspective to the sales role and it didn’t take me long to realize it was a great thing I could capitalize on.” Scott is currently working to wrap up the company’s Political Action Com- mittee campaign. She’s also working with the new CEO, Howard Willard, who is restructuring the operating companies, and his leadership team to figure out how the company can “be bolder” in the future,” she noted. “Howard brought with him a great passion for the future, and we are look- ing at how do we as a company that has made traditional products for a long time, take those brands and see what the innovative products are that our cus- tomers will want in the future,” she said. “We can’t do what we have done in the past. Everything has changed. We have to innovate with courage, be bold and think differently.”

Leadership & Accomplishments Aside from her official role with the company, Scott is also the co-executive sponsor of the Women in Sales Network, one of the biggest employee re- source groups in Altria. This group includes both men and women across the organization focused on the development and advancement of women in the company. Scott also serves on the Altria Diversity Council, and is a member of the Network of Executive Women (NEW), speaking in 2016 at their national conference on leadership. “I attended NEW’s first executive institute and participated in their eight-month leadership program, which was fantastic,” she said. “I’m also a member of NACS, and people in our company are on the Sup- plier Board.” Scott does see more women executives in the industry than when she first started years ago, and some inroads have been made, but she believes there is still more work to be done. It’s the more progressive con- venience store chains that are taking the initiative to bring the voices of more women to the table, she said. “There are more women in active business roles and not just line or staff jobs,” Scott said. “There are category buyers and vice presidents of market- ing. I think the industry is acknowledging that 50 percent or more of their consumers are women and they have to have those diverse voices at the table to help them with their growing diversity.” While she is very proud of the new perspective she’s brought to the sales role thanks to her 20 years of experience practicing law, she is also proud of her team’s reorganization in 2016 when the company put a big- ger focus on trade partners and started building account teams to deliver better analytics and support to customers. “We built a great infrastructure internally to bring collaboration between the people in the field at the c-stores and the account people at headquarters,” she said. “We called it our top account framework and it transcended our biggest customers all the way down to independent operators.” To other women working in the industry, she advises them to own and bring forward their unique perspectives, both to the customer and to leadership. “The customer of tomorrow is not the same as it was 20 years ago,” she said. “There are more women, and the industry will need more voices at the table to get them to a successful tomorrow.” CSN

20 EIQESSENTIALS BY HARDWARE + BUILDING SUPPLY DEALER STAFF (JUNE 2017)

The hardware and lumber industry, by any objective measure, leans male. Walk down any aisle of any trade show, and the story is similar: What differs is only the degree to which the men outnumber the women. A female-friendly retail environment is not CALLY FROMME a new concept, as stores have been courting the VP of business development for Kodiak lucrative female shopper for years. Female friendly Building Partners, former NLBMDA board rooms are another matter. But look closely, chairman from Zarsky Lumber and you’ll see a new generation of female leaders ADVICE making their mark — especially in the retail space. “Welcome to an industry that is full of smart, inter- To some of the leaders below, there is no esting, community-minded and good people! It can feeling of being part of a minority — a bad sign be a fascinating field and has many moving parts that for glass ceilings, and a good sign for the health are sometimes affected by national and world events. and diversity of the industry. Keep your eyes and ears open, and you will learn We asked the following executives: “What something every day. You will be successful if you act advice do you have for other women starting out with a servant-leadership mentality. Don’t get ‘too big in the hardware and building supply industry.” for your britches,’ because your whole team (even the Here’s what we gathered: employee who empties your trash) your peers, your cus- tomers and your suppliers and vendors are all important parties to accomplishing your goals. Keep a sense of hu- mor and always, always take the high road.”

MAGGIE HARDY MAGERKO Owner and president of 84 Lumber

ADVICE “At 84 Lumber we have a fundamental purpose ­ we LISA HAMBLET create shelter for people. Throughout our company’s EVP eBusiness and proremodeling 60-year history, we’ve stayed true to our core while also for BMC Stock Holdings challenging the norms and embracing new technology and ways of working. I¹d tell newcomers to our indus- ADVICE try to do the same. Don¹t be afraid to change. Don¹t be “Embrace the industry. It is filled with so many knowl- afraid to challenge what¹s always been done.” edgeable and talented employees, many of whom have

EIQESSENTIALS 21 spent their entire careers in the building industry. There going on in the world. Glean from other industries and is tremendous pride in the manufacturing of the prod- don’t be afraid to try new things.” ucts and the services that the local operations provide. Feel comfortable asking questions to learn about the in- dustry. Everyone is passionate about what they do and happy to share their expertise with you. They will also look to you to listen, make recommendations for im- provement, and bring new ideas to the table that posi- tively impact their business. ” MARGARET PRICE Owner of Ridgefield Supply

ADVICE “I have to know what I’m talking about when it comes to grading, species, millwork, insulation and the vari- ous types of glass used in windows and doors. You MEAGAN MCCOY JONES have to know the product, and you have to know the EVP/COO at McCoy’s Building Supply manufacturers. And you also have to network with people. Success in this business is a combination of ADVICE having very thick skin and being very dedicated to the “I don’t know that my advice to women in our industry company you work for. And as I always like to say: would be an different than to men: Learn everything you There is no crying in lumber.” can about the industry and the business in it. And whether it’s a meeting with a customer or prospective customers, a day in the yard, or a formal presentation, show up pre- pared! A well-prepared person is impossible to ignore.”

MEGAN MENZER Owner of Newton’s True Value Chair of the NRHA

GINA SCHAEFER ADVICE Owner and chief localist for A Few Cool “First of all I have never looked at the hardware industry as Hardware Stores, and a member of the being a man’s world. My perspective is probably a lot differ- Ace Hardware Corp. board ent than other people. I grew up working in our family busi- ness with my great grandma and my grandma. Women were ADVICE always a part of our business. My great grandma worked 6 “I have several suggestions. No. 1: I would recommend days a week 8 hours a day until she was 94 years old. that women starting their careers in the hardware/build- Educate yourself on the products and projects. It’s ing supply industry seek out mentors, both female and just like anything else in this world people respect you male, as soon as they can. I personally have benefited for what your knowledge. If you want to sell plumbing from affinity groups (Ace’s Women in Retail group, for parts then you better know how to install a toilet and not example) and continue to enjoy that camaraderie. Ask flood someone’s bathroom. lots of questions — always! Read as many articles as you can to stay up to date on the No. 2: Do not approach the building supply indus- latest trends. Take hands-on classes so you can show people try any differently than you would any other industry. how to build things. I am a firm believer of education wheth- Businesses need well rounded leaders who understand er its online courses or in store training. No matter how long people and number management as much as product you have been in the business its always changing and there’s knowledge. always room to learn and improve. Always admit when you No. 3: Constantly challenge yourself to think outside do not know something. Do not ever be ashamed of asking the box — the industry has a reputation for being ‘old for help or advice. Someone out there has experienced what fashioned’ or ‘large and faceless’ — spend time out of you are going through so don’t try to reinvent the wheel your office/store/warehouse so that you can see what is ask and make changes that apply to you.” HBS

22 EIQESSENTIALS 2018 TOP WOMEN IN GROCERY

BY PROGRESSIVE GROCER STAFF (JUNE 2018)

LEFT TO RIGHT: Jewel Hunt, Group VP E-Commerce, Albertsons Cos. Nancy Cota, VP Consumer Brands/Category Development/ Non-Perishables, Albertsons Cos. Michele Murphy, EVP, Human Resources and Corporate Communications, Supervalu (retired)

3 Top Women in Grocery Hall of WHAT DOES SUCCESS IN THE WORKPLACE Famers Share Insights on Success, LOOK LIKE TO YOU? Mentoring, #MeToo and More As women’s issues in the workplace continue to garner JEWEL HUNT much deserved attention, Progressive Grocer turned to its Group VP E-Commerce, Albertsons Cos. Top Women in Grocery Hall of Fame members to give Success in the workplace is multifaceted. This includes their take about women finding success in leadership providing a great work environment for our associates roles. In the era of #MeToo and #ImWithHer, women are to serve our customers who are the heart of our business. increasingly making their voices heard. Today, a historic Success is when we provide fresh quality products, with high of 23 women serve in the U.S. Senate. A record num- friendly employees to fulfill our customer’s needs. Success ber of women are running for governor in 2018. And the includes our workplace where employee contributions are share of female CEOs of Fortune 500 companies topped 5 valued and thought leadership is developed and encour- percent for the first time during quarter one of 2017, with aged. For our associates, knowing they are the touchpoint 27 women heading major firms. with our consumers and great customer interactions re- The grocery industry is no exception, and from the ally matters. store floor to c-suite, the 362 members ofProgressive Grocer’s 2018 Top Women in Grocery class show that. But MICHELE MURPHY there’s still a long way to go for diversity, and male/female EVP, Human Resources and Corporate parity, in the workplace to become the norm and not Communications, Supervalu (retired) the exception. Whatever job you are in or level you are at, success starts To help empower women as they continue making when you are enjoying the work you do and seeing the their impact in grocery retail, three VPs and Top Women value you are contributing. But it has to be more than how in Grocery Hall of Fame members share their own stories you are feeling; success is bilateral in that your contribu- and thoughts on topics ranging from success in the work- tions must be improving results in tangible ways that are place and the importance of mentoring to the impact of recognized by your peers, your team and key leaders in the #MeToo movement. your company.

EIQESSENTIALS 23 In addition, to be successful, you must be a well-re- NANCY COTA, VP Consumer Brands/ spected member of your team, [displaying] high integrity Category Development/Non-Perishables, and never letting your team down, and being a great re- Albertsons Cos. source for others to be successful. I have witnessed a big change in the roles of women in the NANCY COTA, VP Consumer Brands/Cat- grocery industry in my 42 years in this industry. I began egory Development/Non-Perishables, my career as a clerk in the stores where women wore a pink Albertsons Cos. smock over a dress, and checked out groceries in the front I believe that success in the workplace is when a workforce end all day. All manager roles in all departments were held is engaged and feels “connected” to their organization. by men, including the store manager, district manager, etc. Connected employees care about their company’s success, As a backstage employee, it was much the same 30 years ago. and they truly believe their company cares about them. I am encouraged to say that I have seen much growth in Success in the workplace is where diverse groups of our industry and have witnessed a big evolution of women people are always challenged yet choose to step up and in leadership roles. I’ve always believed that in the grocery work together to find great solutions. It is where every industry the backstage support employees should mirror employee sees a path for themselves to learn and grow, is our shopper base being a very diverse group of employ- motivated to contribute at a high level, feels valued and ees that represents our shoppers. Every year, our industry appreciated as well as feel they are part of something big- is evolving, and we are making strong inroads with more ger than themselves. women and diversity at all levels.

HOW HAVE YOU WITNESSED THE ROLES OF IF YOU COULD GIVE ONE PIECE OF ADVICE TO WOMEN CHANGE IN THE GROCERY – OR ANY A WOMAN SEEKING TO MAKE A DIFFERENCE OTHER INDUSTRY – DURING YOUR CAREER? IN THE WORKPLACE, WHAT WOULD IT BE?

JEWEL HUNT JEWEL HUNT Group VP E-Commerce, Albertsons Cos. Group VP E-Commerce, Albertsons Cos. Our associates are empowered and encouraged to Be willing to learn. Volunteer for the tough assignments to share their thoughts and ideas. In my career, I have help create solutions. Be sure to share and voice what mat- found that a positive attitude, a willingness to learn ters to make a difference, whether it is a singular answer and a commitment to helping teammates have made or a bigger project – your contributions make a difference. the difference in how we change and adapt. I have been on the receiving end of great mentors, men and MICHELE MURPHY women, who have invested in developing my skill sets EVP, Human Resources and Corporate to their full potential. I have had the good fortune Communications, Supervalu (retired) of working with women in all levels of management Focus on helping others be successful more than your throughout my career. own success, and have a lot of fun doing it. Leaders who have shown me how to step up and how to take on new challenges really made a difference. NANCY COTA, VP Consumer Brands/ I work to pay it forward and develop similar approaches Category Development/Non-Perishables, in my team. Each person brings their authentic self to Albertsons Cos. work – and we value the diversity of thought and talent. Advocate for other women and “tell her she is ready.” Wom- en simply must encourage other women to have the courage MICHELE MURPHY to challenge status quo and step up and sell themselves as the EVP, Human Resources and Corporate best person for a leadership role. Communications, Supervalu (retired) Women often need to be nudged to believe in them- It used to be an anomaly and oddity for women to hold selves and be told they are ready for upward mobility. If a retail store jobs other than in the front end, bakery or deli. woman wants to make a difference in the workplace, she Now women can hold any job in a retail store or anywhere should have passion for what she wants to accomplish. Tell in the industry. The opportunities that were once con- her she is ready and never, never give up. stricted are now truly limitless. That said, women have a strong need for mentoring THOUGHTS ON ... by other women particularly those that have been suc- cessful in roles not dominated by women. Retail manage- Giving Back ment still presents many work-life balance challenges that “I do volunteer work that matters to me, and I like to par- women can help resolve for all in the industry. ticipate in causes that matter to others. We get a tremendous

24 EIQESSENTIALS feeling of satisfaction and accomplishment out of volunteer- What Makes a Top Woman ing to help others, and the rewards are such a good feeling in Grocery when we make a difference. A smile, encouragement and the “A top woman in grocery is an individual and a ‘team mem- gift of our time and resources help so many in need.” ber’ who knows how to gather resources together and achieve — Jewel Hunt, Group VP E-Commerce, Albertsons Cos. common goals. A top woman in grocery cares passionately about the company they work for and the team members “Food and nutrition needs are great in underserved and they work with. A top woman in grocery continually devel- impoverished communities. Our industry leaders at ev- ops and helps others develop. A top woman in grocery is a ery level must help ensure that the grocery industry helps go-to leader in problem solving, strategy development, has meet these needs first and foremost.” great business savvy and steps up to take on challenges. A — Michele Murphy, EVP, Human Resources and top woman in grocery sincerely cares about people, the work Corporate Communications, Supervalu (retired) and the customer who is at the heart of our business.” — Jewel Hunt, Group VP E-Commerce, Albertsons Cos. “I grew up in a small town in California where it was just a part of life for most folks to be active in community ser- “A women who loves the industry and has achieved suc- vice. When I went to work in the grocery industry and cess in various roles within the industry and who has made found the company I worked for strongly supported giv- significant contributions to growing others in the industry.” ing back to our local community, I felt right at home and a — Michele Murphy, EVP, Human Resources and Corpo- great sense of pride. ... As a business, I believe we need our rate Communications, Supervalu (retired) communities as much as our communities need us. We survive, thrive and succeed together.” “I believe that a top woman in grocery is someone that — Nancy Cota, VP Consumer Brands/Category Develop- is willing to stick their neck out to make a difference. I ment/Non-Perishables, Albertsons Cos. believe it is not just ‘what’ she achieves, but it is ‘how’ she achieves it. She will go above and beyond in the workplace Mentoring and bring others along with her, not succeed at the ex- “Mentoring is a great way to grow and develop talents. I pense of others. A top woman in grocery is a pioneer in think we all benefit, whether we are the mentor or mentee. her own sense: She is someone who has found her voice I enjoy reaching out and mentoring others because I find and has used it to move the needle for her company, her it very rewarding to listen to associates, answer their ques- customers, her community and her teammates.” tions and help them move forward in skillsets and career — Nancy Cota, VP Consumer Brands/Category Develop- growth objectives. With informal mentoring, a simple ap- ment/Non-Perishables, Albertsons Cos. proach like, ‘Have you thought of considering XYZ?’ is a good way to start a conversation and engage.” The #MeToo Movement — Jewel Hunt, Group VP E-Commerce, Albertsons Cos. “The #MeToo movement has provided a voice for those who may have not shared what matters to them and “Every male and female leader has something to give a men- raised awareness for those who have been silent. From tee to help them be successful in this industry. Find what that my perspective, we need to have open conversations, is and how to give to someone who needs what you have to respect others and establish environments in work and offer. Its much more than formal programs, its about authen- beyond where everyone is protected and respected.” ticity, availability and reaching out to those you can help.” — Jewel Hunt, Group VP E-Commerce, Albertsons Cos. — Michele Murphy, EVP, Human Resources and Corpo- rate Communications, Supervalu (retired) “No one should ever be abused in the workplace in any way, and to the extent a light is projected onto hidden “Mentoring is a fundamental that every person should be abuse, all others will benefit from having the abuse ex- required to pay it forward, as others have done for them posed and corrected.” in their career. Navigating any work environment cannot — Michele Murphy, EVP, Human Resources and Corpo- be learned in a classroom or a book; it takes guidance and rate Communications, Supervalu (retired) experience. Especially for women still paving the road for women as leaders in the grocery industry, we need to men- “I am very much supportive of the #MeToo movement. tor each other: from the new employee right out of college With this movement, women are finding their courage to needing to be paired up with a buddy to women at the se- speak up. Together, their message is being taken very seri- nior executive level learning how to navigate the waters of ously, and we are making headway toward real change. I be- the boardroom when they are the minority.” lieve in something my company professes, zero tolerance.” — Nancy Cota, VP Consumer Brands/Category Develop- — Nancy Cota, VP Consumer Brands/Category Develop- ment/Non-Perishables, Albertsons Cos. ment/Non-Perishables, Albertsons Cos. PG

EIQESSENTIALS 25 BY GINA ACOSTA (SUMMER 2017)

When it comes to gender diversity, the retail industry is are indeed changing the retail world. They are doing so in a better place than it was a decade ago, but clearly not by serving as role models for future leaders while ad- where it wants to be positioned for the coming years. In dressing complex business challenges and thorny issues addition, landmark research from the Network of Execu- for their organizations. tive Women (NEW), Mercer and Accenture shows more action is needed or the next decade could see the indus- CRAFTING A try regress substantially. DIGITAL FUTURE While opportunities to preserve hard won gains and further enhance gender diversity remain, there is no de- JILL SOLTAU nying a select group of women who occupy positions of President and CEO, tremendous responsibility are leading with distinction Jo-Ann Fabric and Craft Stores and oftentimes outperforming their male counterparts. At Retail Leader, we wanted to highlight these special There is no retailer more challeng- individuals and the impact they are having on their or- ing operationally than Jo-Ann Fabric and Craft Stores, ganizations and the industry at large. a chain of more than 865 stores in 49 states with a vast To do so, we looked across the industry, consulted assortment of low-turning items. Soltau joined Jo-Ann with colleagues at our parent company EnsembleIQ and as CEO in 2015 and has been driving major growth and reached out to industry partners and organizations. The transformation ever since. Under her leadership, the goal was to identify women who met some or all of the company has undergone a revitalization of branding and following criteria: product assortment, expanded digital and omnichannel l Displays leadership fundamental to the success of the capabilities, forged partnerships with Girl Scouts of the organization and without which shareholder value will USA and 4-H Council, and recently launched a new pro- languish. gram called Joann+. The multifaceted program, which l Impacts organizational performance and industry dy- offers bulk pricing, direct shipping and discounts, is de- namics in ways that are not always readily apparent. signed for high-volume customers, including businesses, l Faces unique challenges and company specific oppor- nonprofit and community organizations, and entrepre- tunities to transform business results. neurs. Soltau was recently appointed to the Board of l Is poised to have a lasting effect on the retail industry Directors for AutoZone. She has 30 years of experience and further impact progress on gender diversity. in retail, with a background in merchandising, market- Beyond this basic and admittedly subjective criteria ing and customer experience, as well as organization and we segmented the featured executives into the follow- team development and executive management. Before ing areas: leadership, international, supply chain/opera- Jo-Ann she served as President of Shopko, rising to that tions, human capital, finance, information technology, role after earning various executive positions of increas- e-commerce/digital, social responsibility and merchan- ing responsibility since joining in 2007. Prior to her ten- dising and marketing. The intent was not to create some ure at Shopko, Soltau held several senior level positions sort of definitive ranking of the industry’s most power- in merchandising, planning and private brand manage- ful women, but to instead feature those who rightfully ment at Sears and Kohl’s, after starting her career with belong among the select group of female executives who Carson Pirie Scott.

26 EIQESSENTIALS THE DEPARTMENT and eventually rose to divisional merchandise manager. This STORE SAVIOR background, combined with her strong experience leading digitally-focused strategies and understanding of depart- MICHELLE GASS ment store retailing, makes her the right person to lead Lord CEO, Kohl’s & Taylor into the future.

Gass has hit the ground running in her ON TRACK new job, which just happens to be one FOR GREATNESS of the toughest in retail. The department store chain look- ing to reinvent itself in the digital age reported better-than- JUDITH MCKENNA expected financial results on both the top and bottom lines President and CEO, just a few days after Gass became the company’s first female Walmart International CEO in May. But Gass has been making her mark at Kohl’s ever since she joined the Wisconsin-based retailer in 2013 as Before Walmart bought a controlling chief customer officer and then as head merchant in 2015. stake in online retailer Flipkart in May, McKenna traveled to She has been credited with securing the retailer’s partner- India with Walmart CEO Doug McMillon and E-commerce ship with Amazon, launching the successful Kohl’s loyalty CEO Marc Lore. Now that the deal is done, McKenna, as the program, and increasing apparel sales at a time when con- new President and CEO of Walmart International, will over- sumers jump from one fashion trend (and brand) to the see a division that serves more than 100 million customers next faster than ever. Now Gass will be tasked with leading a every week in more than 6,200 retail units, operating outside partnership with Aldi in an effort to drive traffic and fill up the United States with 55 banners in 27 countries. If she can space in some Kohl’s stores. Prior to Kohl’s, she worked at successfully navigate growth in the Indian retail market and Starbucks for almost 17 years, overseeing marketing, food Flipkart’s ability to ride the Indian consumer wave, McKen- and other functions. Gass had been a key lieutenant of How- na could be the logical successor for McMillon, because the ard Schultz at Starbucks and most recently served as presi- path to the corner office in Northwest Arkansas, with Mc- dent of the coffee chain’s Europe, Middle East and Africa Millon and his predecessor Mike Duke, has gone through region. The 49-year-old also previously worked at Procter & the international division. McKenna was promoted to over- Gamble Co. see Walmart International in February after serving as COO since 2014. McKenna’s career with Walmart began in 1996 ARCHITECT OF THE at Asda, the company’s former U.K. operation, where she WALMART EXPERIMENT served as Chief Operating Officer and Chief Financial Of- ficer. McKenna also served as Executive Vice President of VANESSA LEFEBVRE, Strategy and International Development for Walmart Inter- President, Lord & Taylor national. Upon moving to the Walmart U.S. division in April 2014, McKenna served as the business unit’s Chief Develop- Joining the company at a pivotal time ment Officer, where she led the strategy, development and with the department store category un- growth of Walmart’s small format business and the partner- der pressure due to e-commerce is a huge operational chal- ship with Walmart.com to integrate digital commerce into lenge — and it falls to LeFebvre. Her parent company, HBC, the physical store presence. Several months later she was just announced it plans to shutter 10 Lord & Taylor stores as promoted to her expanded role as Executive Vice President it looks to create a new department store model less depen- and Chief Operating Officer for Walmart U.S., where she dent on physical stores. If anyone can do it, it’s LeFebvre, who has been responsible for many successful launches, includ- is a change agent with a track record of building new lines ing grocery pickup. of business. LeFebvre will oversee the just-launched Lord & Taylor store on Walmart.com, which features more than A PHENOM IN 125 fashion brands not normally associated with Walmart. A COFFEE CUP LeFebvre joins HBC from online retailer Stitch Fix, where she was VP of women’s buying and focused on data science BELINDA WONG and personalization. After spending the first 10 years of her CEO, Starbucks China career as a buyer and DMM at Lord & Taylor, LeFebvre went on to senior roles at several retailers including Macy’s, TJX Wong is leading the company’s just- Companies and Daffy’s. At Macy’s, LeFebvre was the archi- announced, hyper-aggressive growth tect of the Macy’s Backstage division, which she built into a strategy to serve China’s rapidly growing middle class. multi-concept operation. LeFebvre actually began her career China is the fastest growing market for Starbucks, with at Lord & Taylor in 1999 in the executive training program a new store opening every 15 hours. The company re-

EIQESSENTIALS 27 cently outlined key drivers that will fuel China’s market recently, she led the Global Fabric Care R&D organi- growth at its first-ever China investor conference. Dur- zation that identified the consumer need, completed ing the seven years that Wong has been at the helm of the development of the products and platforms, and Starbucks in China, first as president and for the last two launched Tide and Ariel Pods and Downy/Lenor Un- years as CEO, she introduced a pioneering health insur- stopables In-Wash Scent Booster. ance benefit that covered the parents of employees; she implemented a housing allowance for Starbucks employ- A TRADE WARRIOR ees in China; and she helped launch Starbucks China IN WASHINGTON University to foster employees’ development opportuni- ties. Wong and her leadership team have tripled the size HUN QUACH, Vice Presi- of business since 2013. Now, with over 3,300 stores in dent, International Trade, RILA more than 141 cities, the China business is positively po- sitioned to continue to capture the enormous growth in Hun was key in efforts to the defeat that country, with a goal of having 6,000 stores in 230 the border adjustment tax (BAT), in- cities in China by 2021. She started her career with Star- fluencing a public policy matter that has a tremendous bucks in 2000 as marketing director for the Asia Pacific impact on all retailers. And while she was extremely region, where she served in brand and category manage- vital on BAT, she is now even more so on the current ment as well as marketing, public relations and corporate White House proposal to impose $50 billion of tariffs on social responsibility. Before joining Starbucks, Wong was goods imported from China. Hun recently testified be- the marketing manager of McDonald’s China Develop- fore a committee of the U.S. Trade Representative’s office ment Company, where she was responsible for formulat- that tariffs (and announcements about tariffs) should ing marketing strategies and plans for the China market. be avoided while trade negotiations continue between China and the United States. She leads the retail indus- ACCELERATING try’s trade policy agenda in Washington and coordinates CPG INNOVATION with RILA’s government affairs team to advance retail- ers’ priorities. RILA’s expert on international trade and KATHLEEN (KATHY) B. customs, Hun acts as a liaison between RILA members FISH, Chief Research, Devel- and Congress as the industry voices its support for a U.S. opment and Innovation Officer, federal trade policy that fosters economic growth. Prior Procter and Gamble to joining RILA in 2015, Hun served as Assistant United States Trade Representative (USTR) where she served Procter and Gamble’s portfolio of brands is unmatched as principal liaison to members of Congress on interna- by any CPG company, but even brands that generate tional trade negotiations. As head of the Congressional billions of dollars in revenue annually can become al- Affairs Office, she provided strategic policy and politi- batrosses if they can’t deliver sales growth. As P&G’s cal guidance to USTR Ambassador Michael Froman and innovation czar, it will be up to Fish to speed efforts senior administration officials. In addition to her experi- to drive new capabilities and technologies to deliver ence at USTR, Hun spent seven years on the U.S. Sen- product innovation that enables the long-term growth ate Committee on Finance, where she served as Inter- of the business. The global market for natural and or- national Trade Advisor and led on international trade ganic personal care products is growing nearly 10 per- and customs issues while advising Finance Committee cent annually and projected to hit $17.6 billion by 2021, Chairman Max Baucus, senators and staff. according to market research firm Technavio. Fish will have to tap into this growth trend by focusing innova- THE FULFILLMENT GURU tion efforts on smaller, organic personal care brands. For now, Fish is driving efforts at P&G for more prod- MICHELLE LIVINGSTONE uct transparency and to satisfy consumers’ demands Vice President, Supply Chain/ for more natural ingredients. Fish leads the company’s Transportation, innovation program and strategy; its $1.9 billion an- The Home Depot nual investment in R&D; and over 6,500 global R&D employees. She is a member of P&G’s Global Leader- The answer to the question of, “Would you like to pick ship Council and liaison to the Board of Director’s In- this up in the store or have it delivered?” is quite challeng- novation and Technology Committee. Fish joined P&G ing when the item being purchased is a door, a generator in Product Development (R&D). She has a strong track or a refrigerator. But it’s Livingstone’s job to build a dis- record of breakthrough innovation across P&G’s largest tribution network to satisfy any answer to this question. businesses (Fabric Care, Baby Care, Hair Care). Most Livingstone has restructured Home Depot’s supply chain

28 EIQESSENTIALS to integrate the experiences of online and in-store shop- will provide additional capacity once completed. And ping. That restructuring included the development and the retailer is also rolling out more buy online-pick up deployment of a network of distribution centers for store in store capabilities. Prior to her current role, Webster replenishment and, more recently, direct-to-customer was Divisional Merchandise Manager for Tractorsup- fulfillment. Livingstone is responsible for the movement ply.com, where she was responsible for the online cus- of all inbound and outbound shipment into and within tomer experience as well as the expansion of brands Home Depot’s multi-channel supply chain, including and product offerings. Prior to joining Tractor Supply imports, exports and store deliveries. Prior to joining the Company, Webster worked for Sears Holdings Corp. company in 2007, she was senior vice president of trans- for 28 years and held a number of roles within differ- portation for C&S Wholesale Grocers. She was also vice ent areas of the organization, including e-commerce, president of transportation for JCPenney, and senior di- merchandising, marketing and inventory. rector of transportation for Kraft Foods North America. Livingstone serves on the Executive Committee of the RETAIL INTELLIGENCE Board of Directors of The Transportation Institute of the University of Denver and the board of the SHELLEY BRANSTEN, Coalition for Responsible Transportation; SVP of Retail Industry she also chairs the Retail Industry Lead- Solutions, Salesforce ers Association (RILA) Transportation and Infrastructure Committee and is When Bransten gave a presentation at a member of their Logistics Steering NRF’s Big Show this year, she spelled out the challenges Committee. for retailers navigating the AI revolution. Bransten told the audience that technology has created a data deluge GROWTH IN THE that in many ways has clouded retailers’ view of the COUNTRYSIDE person that matters most: the shopper. Bransten leads a team at Salesforce working to make sense of that cloud LETITIA of data. She is responsible for developing and launch- WEBSTER ing transformative business solutions that address the VP, Omnichannel, unique challenges facing the retail industry. In her pre- Tractor vious role leading CRM for Gap, Inc., Bransten set the Supply Company vision and execution of world-class CRM programs for Gap, Banana Republic and Old Navy. Bransten built out You won’t find anyone who has more Gap’s CRM Strategy and oversaw the customer database vision or understanding of omnichan- and direct to customer marketing for the world’s largest nel than Webster. So it’s not surpris- specialty retailer. In addition to her 16 year tenure lead- ing that Tractor Supply Company, ing CRM for Gap, she served on the Board of Merchants the largest seller of rural lifestyle Customer Exchange (MCX), a mobile payments and products in the United States, has loyalty coalition with executives from leading retailers tasked her with leading the retailer’s and brands such as Target, Walmart, Lowe’s Southwest omnichannel strategy called ONE- Airlines, Best Buy, Exxon Mobile, etc. Bransten has also Tractor. Webster will be helping the been an advisory Board Member for Loyalty One’s annu- company lay a solid foundation for al Loyalty Innovation Awards. Prior to Gap, she worked future growth by combining the at Williams-Sonoma, Smith & Hawken and Visa USA. company’s physical and digital as- sets into one seamless shopping ex- INSPIRING NEXT-GEN perience that allows customers to RETAILERS engage anytime, anywhere and in any way they choose. Webster will RACHAEL JAROSH, President have her hands full: Tractor Supply and CEO, Enactus recently opened its 1,700th store, with plans to open 80 new stores Jarosh leads an organization develop- in 2018. The company will also be ing a future generation of entrepre- opening a new distribution center neurs that will serve as the lifeblood of a retail indus- in Frankfort, N.Y., in June and an try on a quest to attract and retain top talent. Enactus, expansion on their existing distri- formerly known as Students in Free Enterprise, is an bution center in Nebraska, which international organization supported by major retailers

EIQESSENTIALS 29 that connects student, academic and business leaders during the process of migrating the existing system to a through entrepreneurial-based projects that empower new technology. people to transform opportunities into real, sustainable progress for themselves and their communities. Guided REAL ESTATE by academic advisers and business experts, the student REVOLUTIONARY leaders of Enactus create and implement entrepreneur- ial projects around the globe. Enactus, which counts VALERIE RICHARDSON, Walmart, Unilever, Campbell’s and other retail/CPG Chairman, ICSC firms as partners, leverages the power of entrepreneur- ial action to set trends for the treatment of workers and Richardson is the International expectations for others to follow. Jarosh joined Enactus Council of Shopping Center’s first in 2016 after building a distinctive professional portfo- chairman ever to come to the post from an active retail lio in strategy and communications counsel to clients company, and her timing couldn’t be better. At ICSC, in the media, technology and philanthropy sectors. Ja- she will be leading a 70,000-plus membership base re- rosh brough to Enactus 22 years of experience in brand- sponding to the rise of online shopping by reimagin- ing, communications and philanthropy after beginning ing the way in which brick-and-mortar locations are her career as an attorney. Previously, Jarosh served as used and the related investment retailers make. Rapid president of the Pentair Foundation, led global corpo- change in retail real estate runs the gamut, from pop- rate communications for Pentair plc and worked at the up shops, to store pickup stations, to redesigning space intersection of private and non-profit partnerships. As for experiential retail. As vice president of real estate the CEO of Enactus, Jarosh’s top priorities will be ac- for the Texas–based Container Store chain, Richardson celerating the organization’s impact and advancing the is responsible for site evaluation and lease negotiation, Enactus mission to inspire students to improve the world and for coordinating store design and construction of through entrepreneurial action. the company’s nationwide store expansion program. Richardson will be leading new real estate initiatives in A STAR ON her own company as she launches a smaller store for- AMAZON’S ‘S-TEAM’ mat to better serve today’s consumers. Before joining Container Store, in the fall of 2000, Richardson was BETH GALETTI senior vice president of real estate and development at Senior Vice President, Ann Taylor, Inc., where she administered the store ex- Human Resources, Amazon pansion strategy of both Ann Taylor and Ann Taylor Loft. Before that, she was vice president of real estate If Amazon is a force in retail, Galetti and development for the superstore division of Barnes is the force in charge of that force. As Amazon’s senior & Noble. Richardson began her real estate career at vice president of human resources, she oversees the retail Dallas-based development firm Trammell Crow Co. industry’s largest and fastest-growing workforce, which She became an ICSC trustee in 2004. now numbers more than 570,000 people. Galetti, cur- rently the only woman on Amazon’s “S-team,” an elite SOLVING A $20B PROBLEM group of about a dozen senior executives who meet regularly with founder and CEO Jeff Bezos, has a say in PAULA PRICE, the company’s most important decisions, which now in- CFO, Macy’s cludes the realm of health care innovation. Galetti was the one picked to represent Amazon on the Berkshire Priority Number 1 for this Harvard Hathaway-led task force working to address rising health Business School professor will be care costs in the U.S. and she has a voice in determining maximizing the value of Macy’s real estate portfolio to the site of Amazon’s second U.S. headquarters location. satisfy investors while serving increasingly digital shop- Prior to joining Amazon in 2013 and becoming HR chief pers. With lower in-store sales, Macy’s doesn’t need as in 2016, Galetti worked for FedEx, holding a variety of much floor space in each store as it did a decade ago. A roles including vice president of planning, engineering, growing proportion of Macy’s revenue now comes from and operations as well as the chief information officer for e-commerce rather than in-store sales. The company’s FedEx EMEA. Not only does Galetti have experience in vast real estate portfolio could be worth as much as $20 recruiting for one of the most prominent companies in billion — more than Macy’s entire enterprise value. The the world, she also has experience leading teams for huge company has raised more than $1 billion in the past few projects. For example, while at FedEx, she led a team of years from selling various properties, and Price will be 100 software developers for the package tracking system focused on plans to sell more. Price, who starts her CFO

30 EIQESSENTIALS job on July 9, will have to be extremely disciplined with Apple can do better, by not only driving more sales in-store capital management and opportunistic with these real es- but by also providing a lifeline to smaller retailers and malls. tate sales. Price’s appointment comes as Macy’s snapped Each Apple location, which Ahrendts calls “town squares” out of a three-year losing streak in same-store sales this instead of stores, now features a “Forum” area with a large year. Macy’s raised its 2018 outlook after first-quarter video screen and wood cube seating, dedicated to learning. earnings beat analyst expectations, and now forecasts About one-third to one-half the space in the stores serves as earnings for the year of between $3.75 and $3.95 a share, a place where people can meet up with friends or learn how a 20-cent increase over its previous outlook. While Price to use Apple products. Ahrendts says the town square for- hasn’t served as a company executive since her tenure as mat is designed to attract not just Apple shoppers but peo- CFO of Ahold U.S.A. Inc., she is a director on several ple period, which drives sales at nearby retailers. Ahrendts boards. Price is currently a full-time senior lecturer at joined Apple in 2014 and immediately made her presence Harvard Business School, a role she has held since 2014. felt. In her role, she has presided over the retailer’s “town square” approach to stores. She has also been credited for PLAYING THE LONG GAME playing an integral role in Apple’s growth. Ahrendts joined Apple from Burberry. CATHY SMITH Executive Vice President ENABLING THE and CFO, Target FRICTIONLESS FUTURE

In early 2017, Smith embarked on an KALYNA STILES ambitious plan to help Target reshape its business model. Global Retail Solutions Director, Today, traffic is growing as shoppers respond positively to NCR investments in stores, supply chain, new brands and digital. Smith is overseeing an investment of more than $7 billion It’s been 30 years since self-checkout through 2020 on a series of initiatives; the company has also machines debuted. As retailers strive to reduce or elimi- increased the minimum hourly pay of employees to $12. nate friction from their physical and digital experiences The moves are paying off. The company’s first quarter traffic in a constantly evolving market, Stiles is on the front growth of 3.7% and comps of 3% demonstrate that Smith lines of checkout innovation. Self-checkout has re- has Target on the right track for sustained growth. Now that mained a steadfast solution in today’s retail space and it Smith has apparently solved Target’s omnichannel dilemma is evolving with shopper demands to stay relevant. While (it’s one of the few retailers seeing more customers both at shoppers have embraced self-service, they’re starting to its stores and online), her next challenge will be corralling evolve past it, looking to start the journey at home on expenses in order to improve profit margins. Prior to join- their mobile devices and then continue in the store, or by ing Target in 2015 as chief financial officer, Smith served as simply purchasing everything online and having it avail- executive vice president and chief financial officer at Express able for quick and easy pickup. Stiles is helping retailers Scripts, the nation’s largest pharmacy benefit manager with navigate all of this path to purchase innovation and calls $100 billion in revenue. She has also held CFO positions at on 25 years of experience in physical retail store envi- Walmart International, GameStop, and others. In addition ronments. She has been instrumental in bringing NCR’s to her Target responsibilities, Smith serves on the boards of Store Transformation solution portfolio into the market Baxter International Inc. and the Carlson School of Manage- (in EMEA and APAC, and now globally). Her contribu- ment at the University of Minnesota. tions have helped make NCR the market leader in self- service solutions by proving ROI to retailers. Stiles has BLUEPRINT FOR worked for NCR in various roles for nearly 20 years. NEXT-GEN RETAIL Prior to NCR, Stiles owned her own consulting business in Australia. ANGELA AHRENDTS, SVP, Retail, Apple THE DATA-DRIVEN ENTERPRISE As hundreds of shopping centers look for ways to re-invent themselves, KAREN THOMAS, EVP, Ahrendts may hold the secret to brick and mortar success Sales and Services, Americas, in the age of e-commerce. Her network of more than 500 Teradata Apple Stores are some of the most profitable retail real estate in the world thanks to data-driven thinking, ground-break- Thomas entered the data and analyt- ing store design and customer service. But Ahrendts thinks ics world 30 years ago in Canada way before data and

EIQESSENTIALS 31 analytics were cool. Now as EVP/Sales and Service at OKAY GOOGLE, Teradata, Thomas helps companies evolve into a “sen- ORDER DOG TREATS tient enterprise” as they reimagine what’s next for Big Data in the era of AI. The sentient enterprise concept IVY CHIN at Teradata is a road map for businesses — even large Senior Vice President, Digital, multi-national corporations — to combine technol- PetSmart ogy, governance and human engagement around data in ways that preserve startup-style agility. Leading If PetSmart is to be successful as an om- global retail companies, including eight of the top 10 nichannel retailer fending off Amazon it will be due to the U.S. retailers and 15 of the top 20 global retailers, trust work of Chin. She leads efforts to deliver industry-leading, Teradata to leverage enterprise-wide data for insights omnichannel shopping and engagement with enhanced ful- and actionable recommendations. Thomas has more fillment capabilities in support of PetSmart.com and its ad- than 25 years of experience in the areas of sales, ditional e-commerce platforms, such as Pet360.com, consulting, finance, and information technology. PetFoodDirect.com and Chewy.com. The compa- Prior to her current role, she was vice president ny’s digital presence and omnichannel strategy has and general manager of the Bay Area and Cali- become a key focus as it looks to better serve its cus- fornia region. Previously, she held multiple roles tomers and adapt to new shopping behaviors. Cur- at Teradata, including area vice president, U.S. rently Chin is focused on voice-enabled technology, Western Region, sales director for Canada in order to elevate the PetSmart digital experience and roles in finance, operations, market- to a completely different level in the next few ing and customer service with Teradata years. Prior to joining PetSmart, Chin served Canada. as the senior vice president of e-commerce for Belk. She was also vice chair of the GROCERY 3.0 Omni-channel Task Force team at Belk charged to drive digital transforma- NOREEN tion. Before her time at Belk, she BERGIN worked with QVC, Inc. as the vice CFO, Shipt president for QVC.com where she began her online career more than 20 Now that Target has years ago. Presently, she serves on the acquired Shipt, Bergin will have to help the re- board for shop.org, Women in Retail Lead- tailer figure out how to transform the grocery ership Circle, National Federation Digital delivery space while keeping operational costs Council, and the editorial board for Inte- at bay. Since the acquisition in 2017, Shipt has grated Solutions for Retailers. been busy expanding services to more Target stores and to additional retailer partners. Be- HEAVY DUTY SALES tween same-day delivery and curbside pickup, consumers are looking for more ways to shop, STEPHANIE PUGLIESE, and a Shipt membership gives Target guests an President and CEO, additional opportunity for flexibility. The compa- Duluth Trading ny charges members $99 per year, and is available Company to nearly 50 million households in more than 100 markets across the country. Bergin joined Shipt as If women are catching CFO in 2017. She came from SurveyMonkey with the lure of Duluth Trading Co.’s rugged, casual extensive experience in finance, accounting and apparel, it’s thanks to Pugliese, who joined an business operations primarily in the software and elite group of female executives when she was internet space. Most recently, Noreen spent eight named CEO in 2015. The retailer’s women’s years consulting with startups and working on business grew 37 percent and topped the $100 community projects. From 1999 to 2001, she held million mark in its fourth quarter earnings re- the position as CFO for FusionOne, a synchroniza- port released in March. The company, which tion software company. Prior to FusionOne, Noreen is based in Wisconsin and has 31 stores, con- spent five years as SVP of Finance and Corporate tinues to grow its brick-and-mortar footprint Controller for Netscape, where she was responsible while many other apparel retailers are contract- for all areas of worldwide finance, accounting, trea- ing. The retailer says that after opening a store sury, tax and customer operations. in a particular city, its digital sales in that city tend

32 EIQESSENTIALS to surge. Pugliese’s goals for 2018 include opening 15 new an e-commerce platform designed to deliver more stores, accelerating digital expansion and growing the wom- conversions for CPG brands. Silverberg says her team en’s business even more. Pugliese has served as President of wanted to take the same impulse-buying experience the company since February 2012 and as Chief Executive a shopper may have in-store and move it online. She Officer since February 2015. Pugliese joined Duluth in 2008 works with an international team to help major CPG and previously served as Chief Operating Officer from Feb- companies such as P&G, Unilever and Nestle own and ruary 2014 to February 2015, as Senior Vice President and drive their customers’ buying experience. She has more Chief Merchandising Officer from July 2010 to February than 25 years of experience working with major CPG 2012, and as Vice President of Product Development from and other brands in senior marketing and leadership November 2008 to July 2010. Prior to Duluth, she served positions in companies ranging from startup to as a senior executive in several positions with Lands’ End, Fortune 50. Prior to leading SmartCommerce, Inc. from 2005 to 2008, including General Merchandising Silverberg was the SVP of marketing at Channel Manager of Women’s Apparel, Men’s Apparel, and the Home Intelligence, a leading commerce technology partner Division. She also previously held the position of Vice Presi- that was acquired by Google in 2013. She was the dent of Merchandising at Ann Inc. from 2000 to 2003. CMO and VP of client services at myList, a platform that helped brands such as Campbell’s, Philips and WORKING Disney identify and connect directly with their fans. MILLENNIAL MAGIC ACCELERATING KAREN COPPOLA OMNICHANNEL EVP, Chief Marketing Officer, TJX Companies Inc. JOCELYN WONG Chief Marketing Officer, The retail industry is being disrupted Lowe’s by e-commerce, but you would never know it by look- ing at TJX Companies’ financial reports. The company Wong will be working with newly in its latest report marked its 15th consecutive quarter appointed CEO Marvin Ellison of customer traffic increases at all of its banners. The in developing omnichannel marketing strategies company’s growth speaks to the resiliency of its treasure that build loyalty for the Lowe’s brand and position hunt business model in the face of relentless e-commerce the company for continued growth. A big chunk threats and volatile economic and retail environments. of that will involve leveraging how technology is And that success is due in no small part to the hard work changing the expectations that customers have of of Coppola, who has been CMO at TJX for an astonish- home improvement retailers in ways no one could ing 30 years. Coppola has been instrumental in setting have imagined just a few years ago. One of Wong’s the right marketing strategy to keep a long runway for most important duties will be to lead a team that can growth ahead at TJX, both in its expanding store foot- leverage a multitude of data points and consumer print and in sales at existing locations. Now Coppola insights to help Lowe’s become more relevant will look to lure more millennials and Gen Z shoppers with customers and engage with them anytime to stores by delivering a store experience that is much and anywhere they choose. Wong has been Chief more fun and filled with anticipation than a routine vist Marketing Officer of Lowe’s Companies Inc. since to the mall or even online. With all the resources it needs 2017. She served as Senior Vice President and General to keep giving shoppers reasons to return, and with dis- Merchandising Manager of Seasonal Product Business ruption in the industry widely expected to accelerate, the at Lowe’s from 2015 to 2017. She served as Chief retailer is on track to achieve its 23rd consecutive year Marketing Officer and Senior Vice President at Family of positive comps in 2018 thanks to astute marketing, Dollar Stores from 2012 until 2015. She has more than which consistently strikes the right tone. 18 years of experience in marketing, merchandising, brand management and product innovation with WINNING THE well-known retail and consumer brands, including ONLINE CPG WAR Family Dollar, Safeway and Procter and Gamble. She began her career with Proctor and Gamble where JENNIFER she held various roles including Associate Marketing SILVERBERG, CEO, Director, NA Oral Care. She served as Group Vice SmartCommerce President, Shopper Marketing for Safeway, where she led the creation of a newly formed shopper marketing Silverberg leads SmartCommerce, organization.

EIQESSENTIALS 33 IMPOSSIBLE GOES including 17 years in the U.S., and was called on to lead the MAINSTREAM global company’s food business in 2015. She has also led Unilever’s Global Hair Business and been Executive Vice STEPHANIE LIND, SVP, President of Unilever UK and Ireland. She has lived and Global Sales, worked in the UK, U.S., Belgium and Australia. Impossible Foods TAKING A LEAD As consumers increasingly seek more ON DIVERSITY plant-based foods, the bleeding, beefy, vegan Impossible Burger is landing on a new menu every week in more than JULIE SWEET 2,000 restaurants across America, and counting. California- North America CEO, based Impossible Foods has become one of the major inno- Accenture vators in the better-for-you food category, and it’s seeing so much business that it plans to double production at its Oak- Sweet wants to accomplish what most land, Calif., facility this year. It’s been seven years since the other executives at major retail and CPG company raised its first $7 million investment, and it man- firms have not: making sure men and women are repre- aged to amass another $389 million in financing as of May. sented equally in the company’s ranks. Her goal: to get to As Senior Vice President of Global Sales, Lind is a major a 50% male-50% female workforce by 2025. As of last year, reason why Impossible Foods is soaring and why meatless the firm’s U.S. employee base was 36% women and 64% meat is gaining traction with consumers. She is responsible men. Sweet is leading Accenture’s partnership with the Net- for leading the growing startup’s sales team, overseeing food work of Executive Women to help foster a more flexible, service, retail and e-commerce. Prior to joining the team at collaborative and inclusive workplace for women in retail Impossible Foods in December 2017, Lind was the CEO of and consumer goods across North America. As part of the Elohi Strategic Advisors — the sales and marketing agency partnership, the company is helping NEW conduct research she founded in early 2015 — working closely with emerg- ing natural and sustainable food and beverage companies. She has over 25 years of experience working in the retail Sweet wants to accomplish and foodservice space for Fortune 500 companies including what most other executives at Sysco, McDonald’s supply chain partner Havi Logistics, Pep- major retail and CPG firms have siCo and the Campbell’s Soup subsidiary Pepperidge Farm. not: making sure men and women REIMAGINING are represented equally in the THE CENTER STORE company’s ranks. AMANDA SOURRY, Her goal: to get to a 50% President, Unilever North America male-50% female workforce by 2025. A spate of recent acquisitions and dives- titures in the CPG space illustrates how manufacturers are adjusting their portfolios to add product lines in fast-growing categories, such as natural and organic, to examine gender equality in the retail, consumer goods, to compensate for slower moving legacy brands, particular- technology and financial services workplace. At Accenture, ly in center store. Sourry’s Unilever has been busy acquiring Sweet is responsible for leading the company’s business in natural personal care brands such as Sundial and Schmidt’s North America and also serves as a member of Accenture’s and has been rumored to be on the cusp of purchasing Jes- Global Management Committee. Prior to assuming her cur- sica Alba’s eco-friendly Honest Co. Sourry is leading the rent position in June 2015, Sweet served as general counsel, company’s startup accelerator called the Foundry as it looks secretary and chief compliance officer. As general counsel, to acquire new or adjacent businesses that enable innova- she had ultimate responsibility for all legal support to Ac- tion externally. Sourry’s division also just launched a new centure, serving as principal counsel to senior leadership personal care brand (Love, Planet and Beauty), one of more and the board of directors and leading the company’s Legal than a dozen planned for this year, that appeals to consum- department. Before joining Accenture in 2010, Sweet was, ers looking to fulfill two wants: “brands with purpose” and for 10 years, a partner in the Corporate department of the all-natural. Sourry joined Unilever in 1985, held positions law firm of Cravath, Swaine & Moore LLP, which she joined of increasing responsibility during a nearly 30-year career, in 1992. RL

34 EIQESSENTIALS BY TIM DENMAN AND JAMIE GRILL-GOODMAN (JAN 2018)

Retail needs a cast of superheroes now more than ever. Luckily, tech-savvy women are on the case, helping to reshape retail in the age of customer centricity. For the second year in a row, RIS is kicking off the New Year with a salute to 10 of retail technology’s most influential and innovative women. The wonder women who made this year’s list are not only developing and deploying game-changing technology, they are help- ing to redefine what a retail executive is and should be. Through tireless work and a commitment to their organizations and teams, these retail technologists are driving the industry forward and blazing the trail for tomorrow’s retail leaders. Congratulations to all the super women that made this year’s list, the recognition is well deserved!

MELISSA BAIRD VP, Systems and Procedures Draper James

While much of the industry is busy updating and integrating their solutions and systems to succeed in the omnichannel age, new players in the re- tail space have the benefit of building channel-agnostic organizations from the ground up. Draper James is an apparel and home goods retail and wholesale startup formed by actress Reese With- erspoon in 2015 that caters to a southern inspired life- style. Melissa Baird has been with the company for the past year and a half and is having a major impact build- ing the next-gen enterprise. Baird comes to Draper James from Bonobos where she set the strategy for the technology experience on the web, in stores, and across the business. Before Bonobos, she was a ground-floor employee at zulily, the flash sale

EIQESSENTIALS 35 site, where she built its fulfillment capability and led a great gift when you hear from someone that you’ve product for its warehouse management software. worked with in the past, or you’ve coached or men- Since arriving at Draper James, Baird has put her tored, on how much they are growing and how well tech expertise to work implementing Netsuite’s ERP they are doing in their career. That’s always been one solution to streamline retail and wholesale operations. of my key goals.” “The key component is the ability to handle multiple channels seamlessly,” says Baird. “Putting this technol- LAURA FAIRCHILD ogy in this early in our company’s history allows us to Director, Store Sytems be omnichannel from the beginning. Rather than hav- Carter’s | OshKosh ing to retrofit into that customer experience.” The ERP implementation is a watershed moment for The POS is the heart and soul of re- the retail upstart, setting the foundational layer upon tail and, as the director of store systems for Carter’s and which future success will be built. “The implementation OshKosh, Laura Fairchild is a pivotal player in the re- has allowed us to expand into wholesale and simulta- tailer’s omnichannel transformation. neously scale e-commerce without adding an army of The retail tech veteran is responsible for the compa- Excel wizards,” Baird says. “It also allows us to service ny’s POS solutions and infrastructure used in its more our customers across our entire network. If a customer than 800 locations in the United States. She partners is looking for a specific item, we have instant visibility with retail operations leaders to design and implement into where our inventory is at any given moment. That technologies that make store associates’ jobs easier and means we can run lean on inventory and replenishment improve the overall customer experience. Her team to stores and delight more customers. Win, win.” supports critical business functions including store systems, network, store support, sales audit, and work- KAREN BEEBE force management. CIO Carter’s is currently undergoing an omnichannel Vineyard Vines technology refresh in its stores with a focus on the POS. Its most recent POS upgrade has enabled a host of Karen Beebe is responsible for sup- impactful omnichannel solutions, such as endless aisle, porting vineyard vines’ unique customer experience vi- save-the-sale, and buy online ship to store. sion through a new implementation of an advanced uni- The new POS capabilities are certainly impressive, fied commerce platform. but the speed with which Fairchild’s team deployed the Beebe’s achievements at vineyard vines have been omnichannel tech upgrade is game changing. crucial to helping the apparel retailer navigate its om- “My team drove a pioneering software deployment nichannel vision to deliver an “Every Day Should Feel approach that leveraged remote deployment of our POS This Good” customer experience. Her development and software solution to the store fleet,” Fairchild says. “By implementation of a new unified commerce platform in not sending technicians into stores, we reduced the la- partnership with Salesforce ushered digital capabilities bor hours and overall project cost typically required for into the store, increasing speed and efficiency of store large enterprise upgrades. This approach allowed us to associates by at least 50%. upgrade 700 stores in five weeks. An unprecedented ac- “We’re proud of how we have been able to make the complishment for us.” unified commerce changes very quickly,” says Beebe. The remote software deployment is not the first time “What I’m proud of now is we’re getting through major Carter’s has been on the cutting-edge with its POS capa- changes that are customer impacting. We are making bilities under Fairchild’s leadership. The retailer was an early those projects and getting them done with much more adopter of end-to-end encryption and EMV technology to flexibility, agility and speed.” help secure shoppers’ personal data and curb fraud in stores. With more than 20 years of retail and manufactur- “Many retailers elected to defer the deployment of ing experience, Beebe came on board as the CIO of encryption technologies, only to later find themselves vineyard vines in 2015, after manning top positions with complicated in-store hardware, software and op- at Chico’s FAS and Limited Brands. Retail IT is in her erational process changes all at once,” says Fairchild. blood and she doesn’t plan to ever retire. What is mean- “The Carter’s team executed a skillful and controlled ingful to her is the people she works with and the peo- implementation that limited the impact on stores de- ple she can inspire. She attributes where she is today to spite differences in hardware, software, and processes the wonderful mentors she has partnered with over the across the enterprise. This was one of our most difficult years and says she aims to pay this back to others. but most rewarding projects because of the terrific col- “For me, my long term goals have been about de- laboration between our cross-functional teams and our veloping others all along the way,” she says. “It’s such external partners.”

36 EIQESSENTIALS LISA JOHNSON KELLY MILAZZO CFO/VP, Finance VP, Operations Petland Toad&Co

Lisa Johnson has been with Petland Thanks to the meteoric rise in e-com- for 26 years, and as a long-standing member of the pet merce coupled with major technological retail community, admits the niche is known to be a little advancements in supply chain efficiency, apparel brands are behind on technology. However, Johnson says Petland has increasingly selling direct to the consumer. While this ca- recognized the need to evolve and is seriously investing in pability has allowed apparel companies greater control over the management of its data. their brands and increased revenue, it brings with it a unique “Cloud based data is going to continue to set of challenges. change the landscape of the retail industry Over the past two years, Kelly Milazzo and her team in a positive way for both the customer ex- have been deploying a full suite of omnichhannel technolo- perience and operationally,” she says. “All gies to supercharge Toad&Co’s retail and wholesale busi- outlets having access to the same updated ness. Milazzo oversaw the quick, six-month implemen- information with reliable and consistent tation of a new ERP solution that manages the brand’s connectivity is a significant factor in wholesale trade as well as inventory and financials across solidifying traditional brick-and- the company. mortar retail in the future.” The Netsuite deployment provides Toad&Co a Currently serving as the CFO/ single system to manage all channels of the enterprise VP of finance for Petland, John- and allows for increased efficiencies throughout the son says the MultiDev Technolo- company. “The technology gives us real-time vis- gies POS project is by far the one ibility into the business, a single data source, a she considers the most impactful for 360-degree view of the customer and seam- the business, noting “it was important less omnichannel functionality,” says Mila- enough to me to volunteer to be the zzo. “The ability to have inventory visibility project manager from scoping to live.” across the business and fulfill customer de- Petland aligned with Compass Integra- mand seamlessly and efficiently, regardless tion to serve as its strategic and tactical IT of channel, is essential to business success. As resource, which assisted in the selection consumer expectations continue to grow, busi- of a multi-store software for POS and nesses need to be able to keep up.” inventory management. Beyond the omnichannel functionality, the “We have now brought our distri- new technology suite increases business efficien- bution center online with this software cy through the automation of workflows. Since as well, which has proven to be a valu- deploying the end-to-end technology, Toad&Co able resource to position us for maxi- has seen a 70% reduction in order handling time mizing margins and managing our lo- and a 40% reduction in financial management and gistics,” explains Johnson. reporting, while simultaneously increasing data ac- Johnson says the goal is to standard- curacy. ize operations and reporting for retail While the ERP and omnichannel deployments stores, along with gaining efficiencies have been a game changer for Toad&Co, it is just the through economies of scale. beginning of the brand’s digital transformation. The “We have found we were able to double manufacturer/retailer just went live with a new PLM the number of corporately operated stores solution to streamline production management, which without increasing the number of corpo- was the last major hurdle to bringing the entire busi- rate associates that service our corporate ness into the cloud. store division,” she says. “As a relatively small company with growth plans, this is MARISA MCCLEARN extremely important to us.” Divisional VP, Online Product Racing forward, Johnson says Petland Management is developing solutions and strategies to Sears Holdings Corporation efficiently manage its inventory, including handheld scanners with on-the-fly ticket Marisa McClearn leads e-commerce innovation at Sears printing options, which is expected to be and Kmart, launching features and experiential changes fully developed in the first half of 2018. to keep the shopping experiences at the forefront.

EIQESSENTIALS 37 She leads the product development teams for the mul- visors for future growth opportunities,” she explains. tiple Sears and Kmart desktop and mobile sites, and “These strategies and investments have served me well. guides the work of the engineering, development and At the end of the day, I want to reach my highest level of operations groups. competency. My core responsibilities are to mentor and “I love the diversity of my work driving the overall grow future leaders for L.L.Bean and the retail industry end-to-end desktop, mobile web and app experiences at large, as others have done for me.” throughout the shopping and buying funnel,” McClearn One of Piacentini most recent achievements was work- says. “On any given day I could be working on targeted ing on a partnership with JDA to implement JDA’s Demand, promotional campaigns, to enhancing how our members Fulfillment and Enterprise Planning applications. L.L.Bean find products with search, to developing new financing has seen improvements in service levels, reduced inventory options, to working with our stores to execute integrated levels, improved collaboration with internal and external experiences connecting expert advice to the digital space.” partners, and reduced lead times for issuing purchase orders The retail industry is quickly embracing the custom- with select vendors, all thanks to this project. er-centric business model and McClearn and her team Piacentini’s work on adding a planning suite helped L.L. are constantly innovating and reimagining the customer Bean make transformational changes to how the company experience to ensure the shopper is at the forefront of forecasts, buys and allocates products. Sears’ technology roadmap. She helped pioneer in-vehicle “We delivered positive results to the company,” she says. pickup of online purchases, online layaway, cross-format “We implemented a single tool set that gives the staff the shopping (Sears’ items available to Kmart shoppers and means and reports they need to do their work efficiently and vice versa) and numerous other customer experience fea- satisfactorily. We made process, tool and people changes in tures launched in recent years. a comprehensive, responsible way with the help of our or- “The exciting part of managing the member experi- ganizational change management team. This was the most ence of an e-commerce site is the constant adaptation to challenging, fun and successful project I’ve been part of.” new technologies,” says McClearn. “Our focus on integrat- ed retail and multi-channel experiences allows us to cre- DEB ROTH ate products and services to address our members’ needs Senior Director, whenever and wherever they desire.” Process Improvement, McClearn is currently dedicated to personalizing the Retail Systems and customer experience with the development of in-app expe- Omnichannel riences that are tailored to the needs of individual custom- Office Depot/Office Max ers and the promotion of Sears’ Shop Your Way rewards and loyalty programs that stimulate repeat business. Office Depot is fortifying the enterprise with the tech- “I am very excited about several items on our road- nological firepower to deliver products and services map,” she says. “We will continue to personalize the shop- at unparalleled velocity and scale across all customer per experience and iterate on our integrated retail offer- channels. In order to make this new omnichannel ings to make it as effortless and intuitive as possible. We model a success the retailer needed to take a long hard see our strength as not being the store or the web, but the look at its internal processes and invest in new tech to marriage of both to provide our members with an experi- execute on its vision. ence that others cannot.” Deb Roth has been crucial in helping Office Depot design and implement its omnichannel roadmap, de- KIRSTEN PIACENTINI veloping new internal processes and customer-facing VP, Inventory Management initiatives to help the office supplies retailer compete in L.L. Bean an increasingly digital landscape. Roth and her team have developed solutions and Kirsten Piacentini started at L.L.Bean enhancements that have increased omni sales by 40% in 1994, where she spent the first 14 years in IT, culminat- year over year. She had a direct hand in advancing a ing with the opening of the retailer’s IT office in Costa Rica. number of key innovations and deployments includ- Over the past nine years, Piacentini has been focused on the ing: ship from store, which leveraged the company’s supply chain, moving up through the ranks earning the VP, 1,400-store base; same-day delivery; and buy online inventory management role in 2015. Piacentini says she has pick-up in-store. always taken her professional development seriously, begin- “I championed the initiative of one application to ning with investing in foundational knowledge at the under- process all customer orders for in-store pick-up, ship graduate and graduate level. from store and same-day delivery,” Roth says. “The pro- “In the workforce, I have first focused on the job at cess also includes batch picking of orders to allow for a hand and secondly advocated for myself with my super- higher volume of orders to be picked quicker, new mo-

38 EIQESSENTIALS bile dashboards to track daily progress and completion the situation. At Chico’s her team has worked diligently rates, and fulfillment of contract customer orders.” to maximize their technology investments in new and In addition to these fulfillment initiatives, Roth is differentiating ways. continually focused on the customer journey and in- “Innovation is happening everywhere, not just with vesting in technology that provides a seamless shop- the big vendors,” she says. “Significant change can be ping experience. driven from the small innovations sprinkled throughout “Our customers desire flexibility,” says Roth. “Get- the assets. It’s about continually assessing and improv- ting immediate help from associates when they need it, ing the existing portfolio to meet the strategic objectives and having a quick, frictionless transaction when they within the ever-changing retail landscape.” don’t need help. The technologies we are embracing in the next year and beyond will not only strengthen LETITIA WEBSTER our existing business, but also leverage our footprint VP, Omnichannel to offer the services they want and when they want it. Tractor Supply Company Our technology advancements prioritize customer ex- perience, seamless transactions, inventory accuracy, Letitia Webster’s experience in both streamlined operational processes, and simple, conve- traditional brick-and-mortar retail and the online nient service offerings.” space affords her a panoramic view of the customer ex- perience. As vice president of omnichannel for Tractor SUZANNE TOEPFER Supply Company, she is charged with making sure each Director, Merchandise experience is consistent and communications are per- Systems sonalized and relevant. Chico’s FAS Webster has been in this role for two years, building a unified customer shopping experience across physi- For Suzanne Toepfer, evolving how Chico’s FAS delivers cal and digital retail, leading the retailer’s ONETractor the customer experience has always been a primary focus. strategy. The perfect candidate for this role, she was ap- “Quickly moving from concept to enablement for pointed after a year serving as the divisional merchan- the brands’ expansion of petites and plus-size offerings, dise manager for Tractorsupply.com, where she was re- as well as integrating a new digital storefront for our sponsible for the online customer experience, as well as outlet consumer into our tools and process, has ex- the expansion of brands and product offerings. panded our footprint in the market ahead of schedule,” “With technology transforming how our customer she explains. shops as well as their expectations of convenience it was At Chico’s, Toepfer guides the enterprise systems important for us to address these trends,” says Webster. responsible for merchandising, allocation and mer- “To do so we first addressed the growth of mobile en- chandise planning across stores, e-commerce and out- gagement by developing a responsive web platform that let channels. With the retailer for eight years, she has makes shopping with us via mobile much easier.” served as the director of merchandise systems for four, The retailer also introduced buy online, pick-up in- and was previously the director of business process and store, which was Tractor Supply Company’s largest om- development. nichannel project to date and touched every functional Prior to joining Chico’s, she was director of JDA ap- area of the company. plications and replenishment at Gottschalks, where she “Our company’s success is based on our values and led the implementation of planning, replenishment and within them are change, winning attitude and team- allocation from initial design to launch. Her long career work,” she says. “Leaning on those three specific val- has also included planning and merchandising roles at ues and working with our cross functional partners we DFS Group, Footlocker and Macy’s. were able to introduce this feature to all stores in a short “I have always worked in fashion, so the presence of period of time.” women wasn’t unusual,” Toepfer says when talking about Prior to Tractor Supply Company, Letitia worked for the change in the role of women in the industry. “For Sears Holdings for 27 years and held a number of roles me, it’s more about how things have changed in the way within different areas of the organization, including e- women present themselves in the business. It has been commerce, merchandising, marketing and inventory. an evolution of how women approach collaboration and “The last 15 years have seen great strides for wom- collectively work with our male counterparts towards a en, not only in technology roles but other roles as well,” unified goal while doing what’s best for the organization says Webster. “The tools and education available, as and our customers.” well as the integration of technology into our everyday Throughout Toepfer’s illustrious career, she has lives have made it easier for women to have a seat at the learned that it is imperative to find the right tools that fit table in the tech world.” RIS

EIQESSENTIALS 39 2017 WOMEN OF EXCELLENCE

CATEGORY COLLABORATION

KAREN SALES Vice President of Digital Partnerships & Shopper Marketing, Albertsons Cos. BY ERIKA FLYNN (DEC 2017)

Karen Sales first came to Boise, Idaho, more than 10 years ago when she was charged with helping to run Sara Lee’s Albertsons team, shifting from team, trade and category management work to co-marketing for national accounts. She has been in shopper and customer collaboration roles since, including a stint at Coupons.com (now Quotient) in Bentonville, Arkansas. In 2014, she joined the team at Albertsons’ HQ, jump- ing into her dream job of building the shopper marketing department from the ground up. At the close of the merger with Safeway in January 2015, she was selected to lead the larger, company-wide team. She is one of three Women of Excellence honorees in the “Collaboration” category.

WHAT ARE YOUR CURRENT RESPONSIBILITIES? SALES: I manage a team of shopper marketers and agen- cies tasked with supporting our CPG partnerships in their efforts to amplify targeted marketing efforts at our 20 banners, across 14 divisions and 35 states. We jointly plan, execute and evaluate across e-commerce, digital and social media, loyalty and coupon events, in-store demos, POS and print — in coordination with national and regional merchandising activity.

HOW IMPORTANT IS COLLABORATION TO YOU? SALES:When I originally built this team, I intentionally fo- cused on collaboration — creating joint winning solutions with our CPG partners. My background in sales and shop- per marketing on the other side of the desk was my guide to build programs in a way I would have wanted to invest in with a retailer. If we provide our partners avenues to target

40 EIQESSENTIALS and activate marketing efforts that are co-developed around lence honorees in the “Collaboration” category. consumer needs — to meet both the brand and merchandis- ing goals — the partnership will be successful and result in WHAT ARE YOUR CURRENT RESPONSIBILITIES? positive momentum. HENNESSEY: To develop fully channel-specific, on-prem- ise programs that influence consumers before they choose HOW HAVE YOU BEEN ABLE TO MOVE SHOPPER MAR- the venue; motivate them to choose Heineken USA prod- KETING INITIATIVES FORWARD AT ALBERTSONS IN ucts when at the point-of-purchase; engage and entertain RECENT YEARS? them while on-site; and then have them re-engage with 2017 WOMEN SALES:With the addition of the legacy Safeway stores two the brand to build product affinity and lifetime loyalty. and a half years ago, we leveraged Monopoly and three other These programs are built to show true partnership and national events at scale across the combined organization value to a customer by being attentive to its needs. I also OF EXCELLENCE with great success. We’ve recently completed rolling out our work on initiatives that can help our sales team, distribu- loyalty platform, Just for U, to all remaining stores in the or- tors and others by providing selling tools and resources ganization, which now includes gas and grocery rewards for that will help grow their business every day. select stores. We built a nationwide in-store demo solution that includes procurement solutions and reporting from HOW IMPORTANT IS COLLABORATION TO YOUR our “Shopper 360” segmentation data. Our data partnership DAILY WORK? with Quotient/Crisp enables us to build out sales attribution HENNESSEY:To achieve the most effective results, collabo- and prove ROI for our digital and social CPG campaigns. ration within any organization is essential. Identifying the unique strengths of each constituent and using teammates WHAT ARE YOUR TEAM’S MAIN GOALS? to work toward a common goal will always produce better SALES:Being hyper-focused on building solutions with results than individual effort and self-reliance. Collabora- our partners that will resonate with our shoppers, with tion is crucial in my day-to-day work, helping me appreciate a goal of building the basket. We personalize and target and leverage the variety of skills that come together to create content that helps make our shoppers feel smart and best-in-class results. good about the value they’re getting while shopping at our stores. We’re always looking for ways to make the HOW DOES IT HELP YOU DO YOUR JOB BETTER? shopper’s experience better, smoother and easier while HENNESSEY:It helps me deliver a comprehensive, fully in- activating the solutions we bring to them. tegrated national but locally customizable program solution. This ensures that the target consumer receives a consistent, AND WHAT ARE YOU LOOKING TO NEXT? recognizable and memorable brand experience, and also al- SALES:Additional ways to provide personalized value, con- lows our customers the best possible program and experi- venience and choice to our shoppers. We look at what we ence for their consumers. can do to better reach our shoppers on mobile and even interacting digitally in stores and at the shelf, and what in- WHAT MOTIVATES YOU MOST IN TERMS OF THE formation we can collect and share from our loyal shopper SHOPPING EXPERIENCE? influencers to help spread the word about the categories and HENNESSEY: Providing solutions that delight the consumer brands they’re passionate about. The combination of data and enhance the shopping experience keeps me fully en- and continuously increased shopper interaction with tech- gaged and rewarded; creating lasting impressions that reso- nology are rapidly shifting the way we all shop. nate with the consumer in a way that is personal, meaningful and memorable. I want someone to think of how a Heineken BARBARA HENNESSEY USA brand and our retail partners have improved the shop- Commercial Marketing ping experience and optimized the path to purchase. Manager, Heineken USA BY ERIKA FLYNN (DEC 2017) WHAT DO YOU LOOK FORWARD TO IN YOUR WORK? HENNESSEY:The increased focus on the shopper, and the customized ways we can reach and motivate the right Barbara Hennessey started her career at Heineken USA person at the right time. To deliver a message that will in 2005 as an administrative assistant on the national make their day better or provide an enhanced shopping account team. From there she moved into management experience is a special feeling. Technology and data al- roles in planning and development, merchandising and low us to know the patterns, the location, the frequency shopper marketing, gaining the skills and insights neces- and searches of millions of people in nearly real time. sary to take her to the next level while always learning Being able to use that information in a way that can serve from those around her and working to add value in her shoppers — and make their daily lives easier and more current endeavor. She is one of three Women of Excel- fulfilling — is what excites me most.

EIQESSENTIALS 41 2017 WOMEN OF EXCELLENCE

KRISTI RUNNING, see shopping as a chore, so we’re always looking to make Manager, North American it easier, more interesting or more fun. It’s about putting Display Planning, General Mills products together on a display or endcap to give shoppers BY ERIKA FLYNN (DEC 2017) a better solution. It’s not always just about the big ideas – I’m a fan of the little ones, too.

A 19-year veteran of General Mills, Kristi Running has held WHAT EXCITES YOU MOST? roles in finance, customer service, logistics and demand RUNNING: How shopper marketing is delving into person- planning in her time there. Just less than three years ago, she alization and how we can connect with an individual shop- assumed her current post as manager of North American per on their shopping journey as opposed to a shopper seg- display planning. Her unique background (a history degree ment or a shopper prototype. What does that mean when with a master’s in international relations) affords her the op- the shopper is actually in the store and at the display? It will portunity to keep an open mind – versus relying on formal be interesting to see what comes next in terms of getting that training – when identifying problems or opportunities in personal experience when you’re in the store. any given situation and determining the best way to execute against them. Running is one of three Women of Excellence honorees in the “Collaboration” category. CATEGORY LEADERSHIP WHAT ARE YOUR CURRENT RESPONSIBILITIES? RUNNING: I manage the team that handles the end-to- STACEY RUBIN end for all displays within the organization. We develop Senior Vice President, new ideas, work with our sales and marketing teams to Account/Strategy, understand strategies and how in-store display can sup- Catapult Marketing port those strategies, and manage our material and fulfill- BY ERIKA FLYNN (JAN 2018) ment partners — all the way to shipping it out the door. We’re the in-store and display experts for the field sales Just like the path to purchase today, Stacey Rubin’s career and marketing teams, helping them understand the value path has been anything but linear. She began in media be- of displays and executing solutions for their opportunities. fore moving into agency account management, working on a variety of blue-chip CPG brands. Moving to the client side IS IT COLLABORATIVE EFFORT WITH OTHER TEAMS to manage a loyalty program for a major restaurant group, WITHIN GENERAL MILLS? she eventually was lured back into the advertising world. RUNNING: It’s what we do every day. Neither my team But when the digital revolution took hold, she transitioned nor I have a job if not for the collaboration piece. It’s ex- from CPG to the world of e-commerce, which led to many tremely important for big projects but in smaller everyday stints in integrated marketing. After catching the “new busi- work, too. It’s our job to keep an open mind, be informed ness bug” for several years and one more stint on the client about all issues and opportunities and then figure out the side, she found her way to shopper marketing at Catapult, “what ifs.” To me collaboration is definitely not a zero-sum where she’s been since 2011. Rubin is one of three Women game. There are no winners and losers; it’s how you work of Excellence honorees in the “Leadership” category. with people to come up with a better solution than any one team could get to individually. YOU’RE NOT JUST A SHOPPER MARKETING EXPERT, BUT A “THROUGH-THE-LINE” INTEGRATED MARKET- DO YOU HAVE AN EXAMPLE OF A COLLABORATIVE ER. HOW SO? EFFORT? RUBIN: I like to think of myself as someone who can RUNNING: We do retailer showcases in company head- solve a marketing challenge, no matter what it may be, quarters, in partnership with our internal sales team. We with a through-the-line solution. As the role of the store set up display showcases to help the retailer understand continues to evolve, we must be branding experts as well what our capabilities are. It’s very high visibility and a as experts at driving action, engagement and conversion. great opportunity to help them understand what we can I’ve learned how to move fluidly across disciplines, above do, but it requires a high level of collaboration with all and below the line to help shoppers move along the ever- of my outside partners. It’s the conversations we have evolving path to purchase. throughout this process that help us find the best solutions more quickly and effectively. WHAT ARE YOUR CURRENT RESPONSIBILITIES? RUBIN: I’ve worn multiple hats at Catapult Chicago, from WHAT MOTIVATES YOU? serving as a senior account lead and strategy lead to a new RUNNING: Providing the best solution. Most people still business lead. My primary responsibility now is to lead the

42 EIQESSENTIALS shopper marketing business and strategy for the Whirl- tomorrow. Manikas is one of three Women of Excellence pool/KitchenAid account. honorees in the “Leadership” category.

WHAT KIND OF LEADER ARE YOU? YOU’VE PLACED GREAT IMPORTANCE ON THE SHOP- RUBIN: I have an innate desire and natural tendency to PER AS YOUR KEY AUDIENCE THROUGHOUT YOUR lead, but I also believe one can lead from all positions in the CAREER. WHY? field. I don’t always have to be the conductor to bring value MANIKAS: Focusing on the shopper has been critical to a team or organization and make an impact as a leader. and a key filter for us in terms of building what we do Leadership is a journey and all my experiences, from my today and what we know. We look at the consumer when successes to my setbacks, have helped shape me. One of my consuming and the consumer as a shopper as two very defining characteristics as a leader is having the courage of strategic strongholds – one is not subservient to the other. my convictions – standing up for what I believe in, even if Having that filter makes us relentless and takes a lot of the it’s not the popular point of view in the room — while also subjectivity out of what we’re trying to sell and what we having the openness to see another way in. think a particular brand needs. It starts from “shopper in” versus “brand out” – that’s the trick to success. HOW IMPORTANT IS IT FOR YOU TO BE A STRONG MENTOR TO OTHERS IN THEIR DEVELOPMENT OF WHAT ARE YOUR CURRENT RESPONSIBILITIES? SHOPPER MARKETING SKILLS? MANIKAS: I run the shopper marketing division where RUBIN: Being a strong mentor is mission critical. A we do a lot of activation work as well. I also acquired great team is only as strong as its weakest link. While Chute Gerdeman at the end of August be- I very much enjoy mentoring the people on my team, cause it has an interesting range of not I also enjoy mentoring our clients in the area of shop- just creating really cool, flagship environ- per marketing and finding the time to get to campuses to ments, but also the wherewithal to create help educate marketing students and provide a peek into very smart solutions. Chute Gerdeman’s the real world of shopper marketing. range is pretty diverse, and we saw it add- ing depth to our business. WHAT EXCITES YOU MOST ABOUT WHERE SHOPPER MARKETING IS HEADING? HOW SO? RUBIN: We’re truly in the midst of a retail reinvention. The MANIKAS: A consumer can become a shop- store is no longer just a place to buy, but a place where shop- per at any moment, and if you’re a shopper pers go to experience the brand in ways they can’t elsewhere. marketing expert or agency, you need to have If we don’t give traditional retailers a reason to remain rel- the capability as well as the craftsmanship to evant for digitally savvy shoppers, they’ll no longer need to master that. There’s a lot of reinvention going visit physical stores. The IoT is causing significant disruption on, and it’s merging the digital with the physical. in the marketplace, redefining what a product is, redefining That’s where I think FCB/RED with Chute Ger- century-old business models, breathing new life into many deman can make a difference. brick-and-mortar retailers and continuing the dramatic evolution of the path to purchase. ARE YOU A NATURAL BORN LEADER? MANIKAS: A leader is only a leader if she has TINA MANIKAS followers. You have to earn that trust, respect President, and buy-in to your beliefs. I work at it and I do FCB/RED get a thrill to lead something fantastic, but mostly BY ERIKA FLYNN (JAN 2018) because I get to work with pretty amazing people.

HOW HAS FCB/RED’S WORK DRIVEN THE Tina Manikas has focused on understanding the shopper INDUSTRY FORWARD, AND HOW WILL for more than 30 years. Consistently making her mark YOU CONTINUE TO DO THAT? on the retail and activation industry through her work at MANIKAS: I believe it’s very important to Lee Hill, Marketing Corporation of America and Draft have a distinct point of view as an agency. Worldwide (now FCB), she launched one of the first of- We’re a shopper-first brand agency be- ficial shopper marketing practices in 2000. In early 2014, cause we don’t just want to be a top shop- she was named president of FCB/RED. She is a thought per agency; we want to be a partner with leader and believes that one can never assume that what all the branding capability inside to be it took to get to where you are today, even what you’re do- able to reach and do great work at every ing as an agency, is what you need to do going forward touchpoint.

EIQESSENTIALS 43 2017 WOMEN OF EXCELLENCE

WHAT’S COMING NEXT? WOULD YOU CONSIDER YOURSELF A NATURAL MANIKAS: We’re investing heavily in areas like AI, and BORN LEADER? all the different types of commerce. We want to be able WALLACE: Not really, but I have spent years studying to help brands with e-commerce, conversational and leaders and working on my personal leadership style. social as well as physical commerce. If new technology I’m always trying to improve my leadership ability, con- will help shoppers at the end of the day, they’re going to stantly focusing on: 1) understanding my strengths and be willing to give it a try. But if you’re doing something weaknesses so I can ensure I surround myself with people just for marketing’s sake or the brand’s sake and it’s dif- who are complementary to me; 2) balancing the engage- ficult, forget it. I’ve been a part of a few key programs in ment required in today’s business environment with good recent years that changed the status quo of what a shop- coaching so we’re building the next generation of leaders; per marketing program would be or could do. Those and 3) seeking feedback from all levels in the organization are the ones that make a difference. to stay close to the pulse.

DIANE WALLACE YOU ARE A MENTOR TO MANY. PLEASE EXPLAIN. Vice President, Retail WALLACE: It’s critically important to me to mentor others Marketing & Strategy, in the area of shopper marketing. This is a difficult space to Coca-Cola Co. be in, between brand marketing and sales, so it takes a cer- BY ERIKA FLYNN (JAN 2018) tain degree of brand acumen mixed with customer ability — with a strong dose of creativity, collaboration and proj- Diane Wallace has a diverse professional background, ect management. I’m very proud of several individuals I’ve having worked for giants Quaker Oats, Eastman Ko- worked with along the way who are now leading shopper dak and, for the past seven years, The Coca-Cola Co. marketing organizations throughout the industry. She has held multiple roles across the disciplines of sales, marketing, strategy and shopper marketing, What motivates you most in the shopping experience? and has also assumed leadership roles both at the cor- WALLACE: Creating an experience in-store or online can porate and field level, providing what she says is “a be tough as we try to grab shoppers’ attention within sec- unique ability to understand a business model from onds through relevant content or solutions, ensuring that multiple angles” to ultimately find success. Wallace the experience connects with the shopper and is memo- is one of three Women of Excellence honorees in the rable. I’m motivated by continuing to try and measure “Leadership” category. various approaches across different shopper types.

YOU HAVE BEEN CALLED A “TRUE VOICE AND AD- WHAT ABOUT LOOKING AHEAD? VOCATE” FOR SHOPPER MARKETING. HOW DID YOU WALLACE: I’m excited to think about the possibilities. GET THAT DISTINCTION? Shopper marketing is already in the future, where more WALLACE: I’ve always listened to the shopper and placed interactions will occur in shorter time frames, tradition- value on active listening of the shopper, both qualitatively ally and in many new forms enabled by technology. and quantitatively. I value the role the shopper plays with brands and the opportunity to create shopper experiences with connection and emotion as well as finding ways to CATEGORY encourage the shopper to take action with our brands. At RISING STARS the end of the day, we’re measured by our ability to portray our brands as irresistible to shoppers and to convert shop- MORGAN SONNIER pers into buyers for our brands. Account Executive, Geometry Global WHAT ARE YOUR CURRENT RESPONSIBILITIES? BY ERIKA FLYNN (FEB 2018) WALLACE: I have the privilege of leading the retail mar- keting and strategy team here at [Coca-Cola North Amer- ica]. My team is focused on end-to-end with the shopper, During the summer of her junior year in college, Mor- starting with how shoppers shop and how that’s changing, gan Sonnier interned at Geometry Global. After earning understanding the shopper group that most advocates for a degree in advertising the next year and then going on a retailer, figuring out how to represent our brands in a re- to become a “Double Dawg” at the University of Geor- tail outlet or online so the shopper connects to our brands gia when she earned her master’s in advertising/PR, she and purchases them, and finally, how our brand and shop- returned to Geometry Global full time. She focused on per connections/solutions are communicated to our cus- the experiential side of the business during her intern- tomers and in the industry. ship but has ventured into more of the shopper side of

44 EIQESSENTIALS marketing upon her return. She is one of three Women the brick-and-mortar storefront continues to evolve from of Excellence honorees in the “Rising Star” category. just a shopping trip to more of an experience. The game is changing and it’s about making sure we’re hitting shoppers WHAT ARE YOUR CURRENT RESPONSIBILITIES? and consumers across multiple channels. Omnichannel SONNIER: I’m the client lead on overall program coordi- retailing isn’t solely about selling across multiple channels. nation, providing day-to-day executional support to the It’s also about letting customers do whatever it is they need client and internal team. I lead everything from internal to do throughout their shopping journey no matter what and client-facing meetings, develop timelines and prepare device or platform they’re on. And it’s crucial that we stay client presentations to ensure projects are fully scoped, engaged with them at every touchpoint. forecasted and remain on schedule and within budget. I’m in charge of guiding our strategy, production, digital and MICHELLE THEN creative teams so everyone is working in tandem and for Senior Client a common goal, and so everything is developed and ex- Services Manager, ecuted appropriately. Advantage Solutions BY ERIKA FLYNN (FEB 2018) YOU’RE ON THE COCA-COLA ACCOUNT TEAM, RIGHT? SONNIER: Yes, being in Atlanta has its perks – home base After graduating from the University of Pittsburgh, Mi- for the sweet carbonated beverage and being able to go chelle Then entered into Advantage Solutions’ ACE (Ac- over in person for meetings. I’ve had the opportunity to celerated Career Experience) leadership development work across many different shopper campaigns for Coke, program. The one-year training program provided her from 2016 Big Game (Super Bowl activities) to 2017 with the opportunity to explore a number of different “Share a Coke” summer and summer global charter. But areas within the company – “a full immersion into all the most rewarding of them all has been the Diet Coke things Advantage,” she says. She then joined the com- 2018 relaunch. Dubbed “Project Blaze,” we’ve been work- pany full time and has since held different roles, from ing on it since last February and have partnered with sev- sales to operations on various retail sampling platforms. en key retailer teams. It’s been very exciting to be involved She is one of three Women of Excellence honorees in the in such a large Coke initiative and brand launch – and I’ll “Rising Star” category. tell you, it’s really shaking up the stage for 2018. WHAT ARE YOUR CURRENT RESPONSIBILITIES? TELL US HOW YOU’VE BEEN ABLE TO IMMERSE THEN: As the senior client services manager for a na- YOURSELF IN SHOPPER MARKETING AND THE INNER tional retail sampling platform, I work with my team to WORKINGS OF GEOMETRY. oversee data analysis, reporting, operations, internal sys- SONNIER: I’ve had very strong female role models and tems and the overall event scheduling process – as well mentors here who have encouraged my growth and as anything else that comes to my plate. helped me succeed on my path. I also subscribe to a lot of industry daily newsletters, and I believe getting to know HOW DID THE ACE PROGRAM HELP YOU LAUNCH your team members (outside of work) is very important YOUR CAREER? to the progress of work and being able to make the busi- THEN: It was an amazing opportunity that allowed me ness better. to explore the company’s service offerings and the go-to- market strategy, which is constantly changing, and de- HOW DO YOU LOOK AT THE SHOPPING EXPERIENCE, velop relationships at every single level within the com- FROM BOTH SIDES? pany. This is a large organization, and it enabled me to SONNIER: I developed some major adult food allergies understand the different segments within it and meet so recently, so the growing need for me in the shopping space many different people. That allowed for better connec- is for retailers to be honest and transparent about their tivity throughout the organization to make everything a products and ingredients on-shelf. Consumer education little bit more efficient. It still positively impacts my ca- in the shopper marketing sphere is critical. I want to be reer growth with Advantage today. able to educate shoppers with the tools they need to make quick, smart and healthy decisions with their limited time. YOU WERE RECENTLY PART OF THE START-UP TEAM TO LAUNCH A NEW PLATFORM WITH THE NO. 2 GRO- WHAT EXCITES YOU MOST ABOUT WHERE SHOPPER CERY RETAILER. WHAT WAS YOUR ROLE IN THAT? MARKETING IS HEADING? THEN: When we launched the business, I worked on SONNIER: With the rise of meal-kit delivery services, anything and everything we needed to go from zero to same-day delivery, curbside capabilities and even the 100. It was a busy and hectic time because we were in Amazon/Whole Foods merger, it will be fun to see how launch mode, but we worked on everything from hiring

EIQESSENTIALS 45 2017 WOMEN OF EXCELLENCE

and training our new team to establishing our opera- HOW ARE YOU WORKING TO PROVIDE TURNKEY tions and processes. I was also the national sales point SOLUTIONS FOR YOUR 240-PLUS STORES? of contact to drive the business, and last but not least, GISSI: Our e-commerce platform is with Instacart. We’re I led our client services team. It was definitely a group working on a strategy to provide all of our stores with a effort and I had a great team to partner with every step platform for online shopping. Since our stores are inde- of the way. pendently owned and operated, product assortments can vary greatly by store and are unique and specific to the HOW DO YOU LOOK AT SHOPPER MARKETING TO- communities they serve. With the creation of white-label DAY? sites for all of our banners, we’re making it easier for our THEN: In the simplest form, it’s always changing, which customers to shop from their specific favorite stores. means it’s never boring. That makes me want to keep go- ing. There are always new opportunities to venture into KEY FOOD IS THE OFFICIAL SUPERMARKET OF THE because of that change. It’s as simple as providing that pos- NBA’S BROOKLYN NETS. WHAT HAS THAT DONE itive and memorable engaging shopper experience every FOR YOUR STORES? time and everywhere, whether online or in the store that GISSI: When I came on board in December 2012, we had makes a big impact to shoppers and consumers. just started our first year as a sponsor. It really makes perfect sense. We were founded in Brooklyn and the WHAT MOTIVATES YOU TO CONTINUE ON THIS CA- team was moving here, signaling two iconic brands, new REER PATH? and old, coming together. As the partnership grew, the THEN: What we can do now compared to even when feedback we received was fantastic – both from store I started has evolved tremendously. We’re constantly owners and our customers. It’s not just about in-arena changing and keeping up with the trends and even branding, although that is nice. This partnership allows getting ahead of them. From an industry and technol- us to get out and give back to the Brooklyn community ogy perspective, the fact that it’s constantly evolving with the Nets’ players, staff and other partners. allows me to learn and explore new areas. It’s very exciting to see what’s out there and the new areas to HOW SO? venture into, whether for the retailers, brands or both GISSI: We’ve done a lot of “surprise & delight” events at that we work with. our stores where we’ll have players come to help custom- ers shop – there’s nothing like having a 6-foot-11 forward MICHELE GISSI reaching the highest box of cereal for you – and then pay Manager, Key Food for their groceries, help bag and even help them to their Stores Co-Operative car. This partnership also allows us to leverage and create BY ERIKA FLYNN (FEB 2018) programs for some of our CPG vendors.

WHAT MOTIVATES YOU WHEN YOU THINK ABOUT Michele Gissi has always had a passion for finding ways THE SHOPPING EXPERIENCE? to connect with consumers and fostering relationships GISSI: With so many shopping options out there, a – the best parts of marketing and branding, she says. unique point of difference is critical. Our customers are After earning a marketing and management degree in diverse and so are their needs. We work to strike a bal- 2011 followed by her MBA in 2012 (both from Wagner ance of local and personal to cater to the communities College), she began her career at Havas Media Inter- we serve, from specific inventory to assistance with ques- national. There she was wowed from the agency side tions about preparation. Technology is certainly making by the various media vehicles and tactics used to help this easier. make those connections. Less than one year later, she made the jump to the client side when she joined Key WHY DOES CUSTOMIZATION EXCITE YOU IN THIS Food. Now a five-year veteran with the retailer, Gissi SPACE? is one of three Women of Excellence honorees in the GISSI: In the past we’d execute a campaign and it would “Rising Star” category. maybe only resonate with a portion of our consumers. Now, customers’ preferences are controlling what they WHAT ARE YOUR CURRENT RESPONSIBILITIES? see and don’t see and their level of engagement. As a GISSI: I lead all efforts for traditional and digital mar- consumer, it saves time and makes me feel like I have a keting, social media, PR, e-commerce, media/ven- personal connection with my favorite stores or brands. dor partnerships, charitable programs/philanthropic From the perspective of a retailer, it enables us to be events, grand openings, branding, store brand design “more than just a store” and can connect with our cus- and artwork. tomers in ways they welcome and seek. SM

46 EIQESSENTIALS BY STORE BRANDS STAFF (OCT 2017)

“Run to the fire; don’t hide from it.” Lifetime Achievement Award Cathy Crabtree-Kelch/ This quote from Meg Whitman, CEO and president Vi-Jon of Hewlett Packard Enterprise and former CEO of eBay, doesn’t need to be deciphered. It also speaks to In her 36-year career at Vi-Jon, Cathy Crab- Whitman’s achievements in the business world. tree-Kelch rose from the title of compounder to chemist and The nine women comprising the 2017 Top Women eventually to vice president of research and development. in Store Brands (TWISB) know exactly what Whit- “It’s different everyday,” says Crabtree-Kelch when asked man is talking about. They run to the fire; they don’t what is the one thing she likes about research and develop- hide from it. ment. “I like new opportunities and challenges. And you get Each year, Store Brands and Women Impacting that in research and development.” Store Brand Excellence (WISE) solicit nominations Crabtree-Kelch began her career at St. Louis-based Vi-Jon, from the private brand industry to identify and honor one of the nation’s oldest private brand personal care manufac- a select few of these women through our TWISB pro- turers, in 1981 as a compounder at Vi-Jon’s Cumberland Swan gram, which was created to provide well-deserved rec- facility in Smyrna, Tenn. From 1981 to 1993, she progressed in her career to chemist and was instrumental in the development ognition for female professionals who have achieved of mouthwashes, dental rinses, cough and cold liquid prepara- exceptional success and bring a passion for store tions, deodorants and antiperspirants. She was appointed to vice brands to their day-to-day activities. president of research and development in 2012. Crabtree-Kelch This year’s categories of recognition include four func- is responsible for formulation development, process develop- tional expertise areas (marketing/merchandising, opera- ment, technical services and frontline customer support for per- tions, research and development/quality assurance and sonal care and household private-branded products. She leads a sales) as well as two achievement categories, the Innova- group of 31 scientists. tion Award and the Sparkplug Award, the latter of which “Cathy has been influential in the formulation of over 200 is being bestowed on two winners this year. items, ranging from shampoos to skin care,” says Alice Clark, Vi- In addition, there is the Lifetime Achievement Jon’s vice president of human resources, who nominated Crab- Award, given to a woman who has achieved impres- tree-Kelch for the award. “She generated cost savings through sive professional and personal accomplishments dur- novel formulations and has made a great impact on Vi-Jon’s suc- cess and its employees.” ing her lengthy career in the private brands industry. Crabtree-Kelch says she likes the unknown and putting The TWISB honorees will be recognized during a known to it. WISE’s annual meeting and luncheon on Sunday, Nov. “When you work in private brands, especially from a 12, at the Hyatt Regency O’Hare hotel in Rosemont, Ill. product development perspective, you’re given the challenge The event coincides with the opening day of the that you need to develop a product for the consumer that is Private Label Manufacturers Association’s Private of as high quality as possible,” she says. “But it has to be of Label Trade Show. For more information about the value. So it’s wonderful to take that opportunity to look at meeting, visit http://womeninstorebrands.com. these products in the marketplace and figure out how I can Now, onto the winners ... re-engineer them to provide that value to the consumer.”

EIQESSENTIALS 47 When she began for Vi-Jon in private brands in 1981, highly regarded in the food industry as one of the lead- Crabtree-Kelch says the level of quality wasn’t as high as ing product developers. it is today. Products were developed that were regulatory “It’s such a fun and exciting career,” Woods says. “Every compliant and safe but sold strictly at value. day is different, and you get the chance to be involved in “Now retailers want their private brands to be of higher so many facets of the [research and development] process. quality than any of the national brands,” she adds. There is never a dull moment.” Crabtree-Kelch thoroughly enjoys when a private brand Woods is also enjoying retail. she has helped developed beats a consumer brand in a con- “At Sam’s Club … we can point to a product that the gen- sumer study. eral public is using and say, ‘I helped create that.’” “That is just a great feeling,” she says. Clark says Crabtree-Kelch is valued by Vi-Jon at every Innovation Award level of the organization, from operations to sales. Simona Faroni/ “Cathy devotes time and energy into developing talent G.S. Gelato within the organization,” Clark says. Crabtree-Kelch would have it no other way. In 1996 Simona Faroni and her husband “It’s about paying it forward, right? I’ve been blessed in Guido, now the co-owners of G.S. Gelato, moved to the Em- this business,” she says. erald Coast of Florida from northern Italy where they were born and raised. They did not speak a word of English. Research & Development/ But they had a plan — one of which American Quality Assurance Award dreams are made of. Utilizing Guido’s extensive back- Julie Woods/Sam’s Club ground in food and Simona’s knack for marketing and sales, the couple vowed to bring gelato, an Italian ice Julie Woods has only spent 1.5 years cream, to America. Their goal was to create, produce and at Sam’s Club as director of product development for pri- distribute authentic Italian gelato. vate brands, but she describes her short tenure as “rapid- There were some unforeseen challenges and it took fire excitement.” some time to get the business up and running, but the cou- Woods has had a tremendous impact on the revitaliza- ple did not give up. Simona, who was learning English but tion of the Sam’s Club Member’s Mark line. In April, Ben- still didn’t speak it fluently, would go to restaurants and edu- tonville, Ark.-based Sam’s Club announced the 20-year-old cate chefs about Italian gelato. Guido created the product line’s renovation, which will touch about 1,200 products — for the chefs to sample. Soon, Fort Walton, Fla.-based G.S. including 600 new products — in food, beverage and gen- Gelato became a burgeoning business. eral merchandise by the end of 2018. While beginning in foodservice, G.S. Gelato extended Cinda Stricklen, director of quality and assurance for its business to private brands for retailers about 10 years ago. Mars Petcare North America, nominated Woods for the “Today, we custom tailor programs and products award. Stricklen worked with Woods on private brand items that are a perfect match for retailers’ needs,” Simona says. with the revamped Member’s Mark line. “If we have to design different flavors of products, we do “Julie and her team have successfully developed hun- that. Our innovations and capabilities and the fact that dreds of items to relaunch Member’s Mark,” Stricklen we have total freedom in creating anything that the cus- says. “Her efforts have resulted in a significant increase tomer wants in respect to a gelato product has given us in penetration and sales.” an edge in the industry.” Before the relaunch, one goal was for Member’s Mark Business is strong. At the end of July this year, G.S. Ge- to achieve a 20 percent penetration in the next three to five lato had already done as much business as it had for the en- years. That goal has already been achieved. tire year in 2016. This is Woods’ first foray into retail; she spent several Stephanie Schultz, marketing coordinator at G.S. Ge- years in the ingredients sector and in consumer packaged lato, nominated Simona for the Innovation Award, not- goods. She says coming to Sam’s Club “felt like the logical ing her dedication to making sure the company’s private next step in my progression.” brand customers “have the best, most innovative prod- Her team has worked closely with the Sam’s Club mer- uct on the market.” chant team and other departments to meet the wants and “Her passion for crafting the best ingredients into ex- needs of the warehouse club chain’s members. traordinary products and providing customers with the “A lot of work is involved in evaluating our existing prod- best possible product on the market is the fuel that drives ucts, deciding what we are happy with and what we want to the company,” Schulz says. “Simona does her research, but elevate,” says Woods, who oversees nine product developers. also has an eye for innovation.” “We’re not just playing with our food, we’re perfecting it.” Innovation is challenging, but Faroni doesn’t think of it Stricklen says Woods has a broad skill set and is as being a task.

48 EIQESSENTIALS “We haven’t posed the question to ourselves of how Operations Award hard is it to innovate,” she says. “We just do it. I don’t think Karen Kaminishi/ we know any different.” Albertsons Cos.

Supply Chain/ Karen Kaminishi took on a tall task re- Procurement Award cently in leading her private brands team to comply with the Kim Fromme/ Food & Drug Administration’s new Nutrition Facts Label. Save-A-Lot And this undertaking was in addition to Kaminishi’s pri- mary responsibilities, which are to lead Albertsons’ product As a category manager at Save-A-Lot, Kim Fromme is on management team for all store brands in produce, floral, a mission to provide the retailer’s customers with prod- meat and seafood. She is also accountable for new-item in- ucts at the best value and at the best price. novation, project management to get new items from con- “It’s just a passion for what I believe in — the con- cept to store, category management and sales into Albert- sumers and what we provide them in the long term and son’s 14 divisions. how we can help them,” says Fromme, who has been with In nominating Kaminishi for this award, Albertsons’ Save-A-Lot for 18 years and oversees product selection, Nancy Cota cited Kaminishi’s “incredible effort” on the Nu- package size, supplier sourcing and artwork develop- trition Facts Label because of the company’s many divisions ment for the retailer’s private brands. and banners doing proprietary private-branded recipes in Peter Kroner, partner with the Marketing Concepts deli, food service, bakery and produce. Group, a marketing agency that has done business with “Karen took on the management role in working Earth City, Mo.-based Save-A-Lot for many years, knows with our teams in regulatory, product development, all about Fromme’s devotion and intensity to her job. product management and the division’s leadership teams They are reasons he nominated her for the Supply Chain/ to develop solutions to meet federal deadlines on calorie Procurement Award. information for consumers,” says Cota, Albertsons’ vice “Kim understands the importance that integrity, president of own brands product management/fresh de- professionalism and honesty play in the world of pro- partments, who is Kaminishi’s direct supervisor. curement today and certainly lives by and exemplifies Kaminishi says the project had tight deadlines, high the role of what a strong woman who is truly passionate volume and multiple work streams so it was challenging about our business can accomplish in her career,” he says. to coordinate all of the moving parts. If someone has a problem with how Fromme is per- “The key was understanding the scope of work, our forming in her job, it is probably Fromme herself. backstage and retail processes, and aligning resources both “I want to do everything up to my potential to the internal and external,” she says. “I played the role of connect- point of being hard on myself,” she says. “I want to suc- ing teams, setting priorities and ensuring needs were met.” ceed 100 percent.” In her daily role, Cota says Kaminishi has provided Fromme also understands that success often hinges leadership and helped grow major fresh categories such on taking risks, something she is not afraid to do. Save- as frozen, refrigerated, commercial bakery, produce, and A-Lot’s consumer base consists of consumers on a very meat and seafood. Cota says Kaminishi has also played a low income, so Fromme has to be conscious of that when large role in growing the retailer’s own brands, including it comes to procurement. But at the same time Fromme O Organics, Lucerne, Signature, Open Nature and others. says she sometimes has to take risks on procuring prod- “She holds herself and her team to very high stan- ucts that might cost a little more. dards and has been a huge part of reinventing catego- “If it’s the right item and the consumers will buy it de- ries, driving innovation, brand redesigns and identifying spite the income bracket, it’s a risk we have to take,” From- growth platforms for our portfolio of brands at Albert- me explains. “We have to provide that product. Some- sons,” Cota says. times you have to step out of the box and say, ‘OK, I get To Kaminishi, innovation includes elements of sat- who we are, but our consumers still want this product.’ So isfying shoppers’ needs as well as providing them with we do the best we can to provide them with that quality.” “surprise and delight.” Kroner cites Fromme’s intuitiveness for spotting “We have strong brands in our own brands portfolio, trends in packaging and product innovation, not to and we are always looking for innovation that will build mention her ability to understand customer needs. our shoppers’ trust in these brands,” Kaminishi says. “Management continues to go to Kim to help man- No doubt that Kaminishi has a knack for the business. age and lead a category in stores that is in need of im- “I’m third-generation grocery, so I guess you can say provement, and Kim has consistently stepped in and that I grew up in the business,” she says. “There is a team guided each category to positive sales and profit gains,” of people behind each product we offer, and it represents Kroner adds. all of our passion for what we do.”

EIQESSENTIALS 49 Sales Award coffee. What did you expect from the product com- Linda Lee/C.H.Guenther mercialization manager for Massimo Zanetti Beverage & Son Inc. USA, which supplies coffee for private brands, retail and food service? Linda Lee loves sales. She loves the Kirkpatrick confesses that she loves her coffee — but process of negotiation, the people involved and her com- not as much as she loves marketing and merchandising pany’s products, of course. the coffee products of Massimo Zanetti Beverage USA, Lee, private label sales manager for C.H. Guenther for which she is receiving this award. & Son, is good at sales, too. Just ask her boss, Jim Beard, “It’s just fascinating to me,” says Kirkpatrick, who is who nominated her for this award. responsible for coordination of all new store brand prod- “Linda’s passion for the business, entrepreneurial uct launches and product redesigns and also manages spirit and ability to build strong relationships has proven the division’s business-to-business advertising support her to be a winner throughout her entire career,” says and annual trade shows. Beard, C.H. Guenther & Son’s national sales manager of Clearly, Kirkpatrick’s co-workers think highly of her specialty and private label. skills. She was nominated by not just one but two co- Lee is in her 20th year at the San Antonio, Texas- workers for the award. based company that supplies grain-based products, gra- Clay Dockery, division vice president of the Suffolk, vies, seasonings, sauces, baking mixes and other value- Va.-based company and Kirkpatrick’s direct supervisor, added food products for private brands. She is in charge says Kirkpatrick took responsibility to quickly educate of store brand sales management nationally for super- herself on all of the components and personnel needed to markets and value retailers. She also oversees requests launch new products when she joined the company’s pri- for proposal bid submissions and analysis. vate brand team nearly four years ago, “The business has changed a lot over the years, and it’s re- “She organized a team to identify best practices in new ally great to see store brands being more accepted,” Lee says. item launches and effectively created an internal and ex- Even after 20 years, it’s still exciting for Lee to gain a new ternal communication vehicle for new product launches,” customer or have a hand in the development of a new prod- Dockery says. “This has improved our commitment to uct to sell. It always will be. first ship date by almost 30 days. … Rachel’s process has “You have something you take from an idea and go been recognized by several retail customers as an example through the process for it to become an actual product … of best-in-class product launches.” and then you see it on the shelf and hopefully watch it sell,” Natalia Suarez, Massimo Zanetti Beverage USA’s she says. “It’s very gratifying.” director of application development and support, Lee previously worked in private brand sales for Williams who also nominated Kirkpatrick for the award, says Foods, which was acquired by C.H. Guenther & Son in 2008. Kirkpatrick also selected and implemented a work- “Linda has been highly successful in the expansion flow solution to help specifically with packaging label of our customer base, achieving significant new points reviews with the supplier, the purchasing department of distribution through multiple new product launches and the customer. leading to the penetration of additional categories of the “Rachel has taken it upon herself to not only follow a store brands business,” Beard says. process but ensure the process is reviewed to be efficient “We have grown the business a lot of ways just by work- for all parties involved,” Suarez says. ing with customers to develop and grow their store brand For Kirkpatrick, it’s all in a day’s work. She has a job programs,” Lee Moore says. “I like to identify trends and that keeps her hustling and bustling, but she wouldn’t customer voids and then work with customers to develop a have it any other way. strategy to bring an item to market.” “I feel like it’s something new every day,” she says. Beard says Lee is the ultimate professional. Kirkpatrick prides herself on her efficiency. “It’s about being professional in everything you do,” Lee “You can get things done and be efficient or you can says. “You are true to yourself, true to your company and true get things done just to pass the time,” she says. “But when to your customers.” you are really, really busy, it’s important to not cut cor- ners but to cut out irrelevant steps as much as possible. Marketing/ … You have to keep up and making things more efficient Merchandising Award is the best way to do that.” Rachel Kirkpatrick/ It’s an exciting time to be in the coffee segment, says Massimo Zanetti Kirkpatrick, who has worked at Massimo Zanetti Bever- Beverage USA age USA for eight years. “It has been really interesting with things like ready- On this morning, Rachel Kirkpatrick is having a cup of to-drink coffee coming out,” she says. “There is more -va

50 EIQESSENTIALS riety, and people want something new and different. … Sparkplug Award It’s neat seeing the trends come about, and where they Deanna Dorrance/ are going to take us.” Ace Hardware

Sparkplug Award In January of this year Deanna Dor- Katie Kraus/Topco rance was promoted to global private label brand man- Associates ager at Oak Brook, Ill.-based Ace Hardware. Clearly, Dorrance made a quick impression in her new role as Topco Associates needed a spark to she was nominated by Angela Bagdasarian, the com- fuel the success of its new Simply Done brand. They pany’s associate global private label brand manager, for found that person in Katie Kraus. this award. Kraus began at Topco in January 2015 and began “Deanna has used her positive leadership skills to working on Simply Done, a non-food and general mer- challenge others to better themselves by pushing them chandise brand. out of their comfort zones,” Bagdasarian, who reports “I was brought on because of my experience in con- to Dorrance, wrote in nominating Dorrance for the sumer packaged goods. I had a previous history in non- award. “She has helped influence others to learn more food national brands, so I was especially hired for this ini- about their roles within the company, and to under- tiative,” says Kraus, who is also responsible for a portfolio stand our retailers and connect with them via store vis- of private brands distributed to nearly 50 regional grocery its and meetings.” retailers and wholesalers nationwide for the Elk Grove For Dorrance, who has been at Ace Hardware for 10 Village, Ill.-based company. years, it’s about making sure that everyone, including Nancy Antol, corporate communications specialist herself, pushes the boundaries to avoid complacency. for Topco Associates, nominated Kraus for the award “I try to work with others in a way to get them to do on behalf of the organization and its leadership team. the best that they can do,” she says. In nominating Kraus, Antol says Kraus ensured a Dorrance has a big job. She is not only in charge of smooth launch for Simply Done internally by leading Ace’s domestic and international divisions but also for a monthly update of the brand that provided visibility Ace Wholesale Holdings. She is responsible for defin- to key issues. ing, executing and managing the vision of Ace Hard- “At the highest level, Katie led the brand strategy and ware’s private brands, a $1 billion global portfolio with positioning to garner the attention of Topco’s board and seven brands and over 10,000 products. operations team members to get their commitment to re- Dorrance has been busy this year leading the charge move non-food items from their mainstream brands and to complete the Ace brands packaging refresh with a jointly support the launch of Simply Done,” Antol says. new and sleek design that is more consumer friendly. It Kraus says it was crucial for the success of Simply has been a five-year project. Done to get Topco’s partners to give up their store brand “I’ve worked closely with our design team … telling names and agree to aggregate 700 non-food products them our vision and helping them execute,” she says. under one name. Dorrance appreciates working at Ace Hardware, “We needed to have a brand that they felt very com- which has stores in 60 countries, for many reasons, fortable with and felt was strategically positioned for one being that the company encourages its employees what it should be in their stores,” Kraus says. to find time to train for the betterment of themselves To develop the brand, Kraus analyzed research of and the company. Dorrance has been involved with a over 1,000 mainstream millennial shoppers. Kraus, who new training initiative at Ace called Future Leaders. In has a master’s degree in consumer behavior, is fascinat- the program, employee groups are challenged to solve ed by what makes consumers tick — why they buy what real company problems by working within different they buy. departments. With the launch of Simply Done, Kraus inspired re- “It doesn’t have anything to do with my daily job,” tailers to stop non-foods leakage from the grocery chan- Dorrance says. “It’s just an example of Ace trying to nel to the mass and club channels, Antol says. train everyone and connect them cross-functionally “Simply Done will be over a $320 million brand at with other departments.” retail in 2017 and this would not have been achieved To Bagdasarian, Dorrance’s involvement in Future without the thought leadership that Katie has provided to Leaders and her willingness to help across channels Topco members,” Antol adds. provides a spark for other employees to be the best they Kraus says being labeled a spark plug is “a genuine can be. reinforcement to the importance of taking a little bit of “She leads by example as she herself pushes herself risk to try something different.” to exceed,” Bagdasarian says. SB

EIQESSENTIALS 51